Fabtech 2015 5S Workplace Organization and Standardization - F81 - A Manos

5S & Visual Workshop
1© Profero, Inc. 2015
5S Workplace Organization &
Standardization
FABTECH
Session F81
Wednesday, November 11, 2015
10:30 am – 12:30 pm
© Profero, Inc. 2015
Today’s Session
• Understand how the 5S system will help you correctly apply
the lean techniques through making waste visible and
supporting standardized work requirements and learn the
purpose behind each step and the criteria to evaluate how
well each “S” has been implemented.
• Get a structured format to start using this technique right
away in your organization in order to create a pathway for
lean implementation.
• Be able to start the 5S practices and permeate that
throughout the organization to make it part of your company
culture.

Would you consider these
“Ideal Behaviors”?
Quick Quiz
Based on this picture, do you think this department
can give you the highest quality at the lowest cost and
on time?
A Quick Lean Introduction
Building Blocks of Lean &
8 Wastes

Building Blocks of Lean
Leadership
5SVisual
Standardized Work
Batch Size Reduction Quick Changeover
Pull System & KanbanCellular & FlowTPM
V
S
M
Error-proofing
Teams
Problem Solving
Planning
Kaizen
POUS
Lean Enterprise
Layout
8 Wastes of Lean
“OMIT What U DO”
• Overproduction
• Motion
• Inventory
• Transportation
• Waiting
• Underutilized People
• Defects
• Over-processing

Definition of Lean
• “A systematic approach to identifying and eliminating
waste (non-value-added activities) through
continuous improvement by flowing the product at
the pull of the customer in pursuit of perfection”
Definition by the MEP Lean Network
• Give the customer what they want, when they want
it and don’t waste anything. Lean definition of Lean
• Elimination of waste. Simplistic definition
Definition of Value Added
Waste is any activity that does not add value to
the final product for the customer.
• Value-added is an activity that transforms
or shapes material or information to meet
customer requirements.
• Non-value added is an activity that takes
time, resources or space, but does not add to
the value of the product or service itself.
• Non-value-adding, but necessary –
does not add value to the product or service
but is required (e.g., accounting, governmental
regulations, training, planning, etc.).

5S
Introduction to 5S
Sucess
“Behind all workplace successes
and failures are the 5S’s.”
From “5 Pillars of the Visual Workplace: The Sourcebook for 5S
Implementation” by Hiroyuki Hirano

What is 5S?
• Five words that begin with the letter “S”
• Meaning = workplace organization and
standardization
• 5S is a foundational building block of Lean
• Builds teamwork and discipline
• It’s NOT JUST CLEANING!
Translation
Japanese Translation Conversion *Other
Seiri Organization Sort Sorting
Seiton Neatness Set in order
Simplifying
access
Seiso Cleaning Shine Sweeping
Seiketsu Standardization Standardize Standardize
Shitsuke Discipline Sustain Self-discipline
* there are several other conversions

Other Names
• 5S (original)
• 6S = 5S + safety
• 7S = 5S + safety +
security (or spirit)
• Others
• 5S is the most
common term
• Using other terms may
confuse people if they
see or read other
information about 5S
• If done correctly,
safety is automatically
part of 5S
Garage Story
• 5S is like cleaning out your garage
• Clear everything out, make piles
• Organize the things that
you are going to keep
• Clean top to bottom,
fix or repair as needed
• What happens 6 months later?

5S Philosophy
• 5S is not just about the
cleaning
• 5S is not just the steps, it is
how you go about your job –
are you a Lean thinker?
• Think about the 5S’s as being
attributes of the type of
person you would want to hire
5S Explanation
Sort Set in Order Shine Standardize Sustain
When in
doubt,
move it
out –
Red Tag
technique
A place for
everything
and
everything
in its
place
Clean and
inspect
or
Inspect
through
cleaning
Make up
the rules,
follow and
enforce
them
Part of
daily work
and it
becomes
a habit
5S

Why is 5S Necessary?
• Companies are like living
organisms, they must learn to
adapt and be flexible to survive
and thrive
• Customers, suppliers, people,
processes, materials,
technologies are continually
changing
• Deeply engrained processes,
culture, and customs are not
easily changed
5S is easy,
getting people to
change is hard
Benefits of 5S
• Teamwork and discipline
• Organized workplace
• Safer work environment
• Reduces stress
• Impresses customers
• Reduces waste
• Better handle on costs
• More pleasant place to work
• Supports other Building Blocks of Lean

The 5S Numbers Game
Round 1
Credits
This exercise is based on an exercise from www.superteams.com which was adapted from one created by
Kirt Tassmer of Stanley Fastening Systems.
The original game was developed by RWD Technologies, Ltd.
Instructions – Round 1
• Please wait until you hear the entire
instructions before starting – DO NOT turn
over the page until asked to do so
• Individually, with a pen or pencil locate and
strike out the numbers 1 through 50 in
sequential order (1, 2, 3, 4, 5…)
• You will have 30 seconds to complete this task

1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 78 79
84
8587
89
94
95
96
97
100
GO!
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 78 79
84
8587
89
94
95
96
97
100
Is this an 8, 88, 4, 84???
Were there any quality issues?
Is this 66 or
99? 89 or 68?
Why is 39
listed
twice?Which one is
the 6 and which
one is the 9?

Report Out – Round 1
• Record your highest number found and a comment
on your Overall Scorecard sheet
• The instructor will ask for your score – the lowest
score is what’s recorded for the entire group
• What was it like trying to do this? How did it feel?
• How can we apply this to everyday life?
5S Event
Roll up your sleeves and get to work!

Events vs. Natural Evolution
Events
• Provides the time
• Creates a framework for
learning
• Results fast
• Have to focus heavily on
“Standardize” and “Sustain”
Natural Evolution
• Less resistance
• Requires time to coach
and mentor
• Takes more time
How to Start an Event?
1. Determine target area
2. Assemble team
3. Set goals and boundaries, get supplies
4. Use a “Train-do” approach
5. Perform a Workplace Scan

Sort
“When in doubt,
move it out!”

Sort
• The first thing to do is to clear
the clutter out of the area
• Perform as a team
• Use the “30 day” rule
• Use the 5S Red Tag technique
• Break the “just in case”
mentality
• Motto “When in doubt,
move it out!”
Sort
• Clearly distinguish
between:
– What is needed
currently and should
be kept
– What is not needed
and can be removed
Will be used
Will not be used
May be used
Keep
Red Tag
Discard

Time Requirements
• How often do you use the
item?
• How often is it needed?
• Determine the difference
between Ready access vs.
remote access items
Usage
• Daily
• Weekly
• Monthly
• Quarterly
• Semi-annually
• Annually
• Seldom
• Never
Red Tag Technique
• Red Tags are visual signal
that something may not
belong in your target area
• Attach Red Tags to items
that don’t belong in the
immediate area
• Move the items to the Red
Tag Holding Area
• Use simple Red Tags
• Have Red Tags easily
available

5S Red Tags
Other Tag Issues
• Make sure you have
wire, string or tape to
attach tags to the item
• Make sure everyone on
the team has tags and a
pen
• Some companies use
additional color tags for
maintenance or safety
issues
• Companies that use Red
Tags for quality issues
have to determine
which color tag to use

5S Red Tag Area
• The 5S Red Tag Holding Area is a
temporary holding area – meaning
things can’t stay in there forever
• If other people or groups need items,
they are allowed to take things from
the Red Tag Holding Area
• Dispose of items periodically
(rules will be setup during
Standardize)
Notes on Red Tagging
• Avoid the “Pack rat” mentality
• Don’t worry about the “One thing”. Focus
on the benefits of clearing things out of the
immediate area.
• Just because an item is tagged, it doesn’t
necessarily mean that it is going to be thrown
away. We will make the decision later if we
need it or not.

“Why Sort?” Stories
• Copier toner cartridges
• Computer room
• Forms storage cabinet
Where to Start Red Tagging for
Office Areas
1. Supplies
• Office Supplies
• Reference
Materials
2. Common areas
3. Files & Storage
4. Equipment
5. Desks

Benefits of Sort
• Pleasant & efficient place to work
• Storing less inventory
• Tools & equipment won’t clutter your work
area
• Safer place to work
“When in doubt, move it out!”
5S Numbers Game
Round 2

Sort
• To sort through, to sort out
• Guideline: If it is not needed in the next 30 days, Red
Tag it
• “When in doubt, move it out!”
• 5S Red Tag Technique
• Place a Red Tag on the item and move it to the 5S
Red Tag Holding Area
• Items will be dispositioned: keep, throw out, donate,
scrap, shred, recycle, etc.
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 78 79
84
8587
89
94
95
96
97
100
Let’s red tag the numbers
we don’t need (51-100)
and the duplicate 39.

1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 78 79
84
8587
89
94
95
96
97
100
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 78 79
84
8587
89
94
95
96
97
100
Now let’s move them to the
5S Red Tag Holding Area.

78
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 79
84
8587
89
94
95
96
97
100
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48

• Let’s do the same exercise with the unneeded
items removed from the work area - with a
pen or pencil locate and strike out the
numbers 1 through 50 in sequential order (1,
2, 3, 4, 5…)
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
GO!

• Record your highest number found and a
comment on your Overall Scorecard sheet
• The lowest score is what’s recorded for the
entire group
• What was the exercise like this time?
• What can we learn from this?
Set-in-order
“A place for everything and
everything in its place!”

Quick Quiz – What Goes Here?
Power of Set-in-order
• Now that the area has been cleared of
unnecessary items, it is time to find a
“home” for items that will remain
• This is where fantastic results occur
• Reduces:
– Search time
– Stress
– Inventory and supplies

Everyday Examples
• Kitchen
• Parking lots
• Highways
• Shadow Boards
• Broom racks & Shine
Carts
• _______________
• _______________
• _______________
Set-in-order
• Now that you have used
Sort, decide where the
items that you will keep
belong
• Decide how many and
how to replenish
• Make it visual and
obvious if something is
out of place

Decide Where Things Belong
Guidelines
• If it is used often, keep close at
hand (POUS)
• Designated location & label
• Use systems like the “2-label”
system
• Shadows, lines, color-coding
• Make sure it is easy to get &
put away (ergonomic and
safe)
• Get items off the floor & top
shelves
Other Set-in-order Issues
• Make it easy for everyone to find and use
them – “30 second” rule
• Avoid the pack-rat mentality
• Use “recoil”, getting items back to where
they belong
• Make it obvious when they are not in their
correct place

Are these images closer to Ideal Behaviors?

Office Example
Problem
• Items in cabinet were
obsolete, unorganized, took
time to find what you needed
Solution
• Organized the cabinet
• Used Visual controls
Benefits
• Everyone passed the 30-
second test
• Easier to reorder supplies
Office Example
Problem
• Large, heavy binders were
hard to grab and if another
person was using it you would
have to wait
Solution
• Used smaller binders
• Marked to indicate is any
where missing
Benefits
• Easier to grab and use

Visual Workplace
Signs, Lines, Labels, and Color-coding
Visual Management
Helps in
• Employee safety
• Overall efficiency
• Lowering costs
• Correct materials &
flow
• Streamlining operations
• Information sharing
• Teamwork
• No guessing!
• No secrets!
• No surprises!

World Class Visual Controls
• Anyone knows what’s going on by looking
around
• You do not have to wait for information to do
your job
• Everyone passes the 30 second test
Power Level of Visuals
• Extent that it will be obeyed
• The potential risk or loss if it is ignored
• Low, medium, high

Visual Device Summary
Type of Device Power Level Examples
Indicator
(tells only)
Minor Street signs,
department signs
Signal
(gets attention)
Moderate Traffic lights, dept
store chimes
Control
(limits behavior)
Major Parking lot lines,
inventory lines
Guarantee
(mistake-proof)
Maximum Assembly
template, pins
Visual Examples
Locator
Lines
Band
Cutter
with
Catch
barrel
Safety
Covers
Over
Electrical
Cords
Walkway & Guard rail

Color Coding Bottles
• Color-coding makes it easy to see from a distance; translucent
bottles make it easy to see the level of liquid inside.
Remember to back-up color-coding with words for those who
are color blind.
Before After
Self Inspection
Bad vs. Good Alignment Tool

Analog vs. Digital Gages
Advantages Disadvantages
Analog
Digital
Pop Quiz
Q. How is this machine operating?
a. Not sure
b. No way to tell
c. What’s this gauge for?
d. What does the manual say?

Kanban Board
Consumables Kanban

Lines on Floor
Make it easier to see where items belong (or don’t
belong), diagonal stripe lines mean “No Parking”
Before After
Range Lines on Doors
Simple dashed lines let people know how far a door
opens to help prevent any injuries and enhance safety.

Maintenance Ideas
See-through inspection
screen on machine
Sight glass for
level indication
Labeling Stations
Use large numbers or letters to identify stations on
equipment.
Before After

Control Panel
Make it easy to see from a distance, this improves
operation and safety.
Before After
Fluid Level
Mark the proper level of oil to prevent problems or
breakdowns.
Before After

Benefits of Visual
• Easy to understand especially for English as a Second
Language (ESL)
• Standards are clear to everyone, better quality,
increased productivity
• Faster recognition of abnormal situations and
corrective actions
• Reduces waste and makes the workspace more
orderly & pleasant to work in
• Impresses customers, potential customers, visitors &
auditors
• Improved communication, motivation, safety and
morale © Profero, Inc. 2015
POUS
Point-of-Use-Storage

Carpenter Story
• Does the carpenter walk
back to the toolbox every
time a tool is needed?
• Which waste is this?
• What does the carpenter
do?
POUS Workplace Zones
• Items used most often
(i.e., daily) should be
kept within reach
• Items used less often
(i.e., weekly) should be
kept close-by
• Items used rarely (i.e.,
monthly) should be
kept in the vicinity
Daily
Weekly
Monthly

Location of items
• Use horizontal transfers
and gravity feeds when
possible
• Support heavy objects
• Set items ergonomically
• Must be comfortable
for a days work
The 5S Numbers Game
Round 3

Set-in-Order
• Now that the area has been cleared out of
unnecessary items, it is time to find a “home” for
items that will remain
• Guideline: Any item that you want to keep after the
5S Red Tagging Event needs to have a specific home
• “A place for everything and everything in its place.”
• Organize items to make them convenient to get and
put away
• Use visual controls to help this process (signs, lines,
labels, color-coding)
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
Let’s rearrange the numbers in
order that we will use them.

1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
1
2
3 4 5555 6 7 8 10
11 12
14 15 17
19
22
24 25
27 28
31 32 33
35 37 38
41 42
43
45
46
48

1
2
3 4 5555 6 7 8 10
11 12
14 15 17
19
22
24 25
27 28
31 32 33
35 37 38
41 42
43
45
46
48
Did you notice that we had to work
around a few things like the
numbers that were already there?
• Let’s do the same exercise with the numbers
better organized - with a pen or pencil locate
and strike out the numbers 1 through 50 in
sequential order (1, 2, 3, 4, 5…)

1
2
3 4 5555 6 7 8 10
11 12
14 15 17
19
22
24 25
27 28
31 32 33
35 37 38
41 42
43
45
46
48
GO!
• The lowest score is what’s recorded for the entire
group
• What benefits can you see from “Sort” and “Set-in-
Order”?
• Record on Scorecard sheet

Shine
“To clean and inspect”
Shine
• Shine = clean +
inspect
• Perform as a team
• Must plan Shine
• Have the necessary
items easily available
• 5S is not just about
cleaning! © Profero, Inc. 2015

Initial Cleaning & Inspection
• Have to have a plan
• Start at the top and work down
• Clean and inspect major items
first
• Be thorough, restore to “like
new” condition
• Clean floors and aisle ways last
• Everyone has to participate
• Schedule it
• Take it seriously (but have fun)
Planning Shine
Determine
• Task
• Location
• Who
• When
• Cleaning materials
needed
Task/Area Team
Supplies
Needed
Chip conveyor Bill, Jim
degreaser,
gloves, rags,
scrapper
Top of machine Mario, Paul
scrapper,
degreaser, rags,
ladders, gloves
Front pallet
station
Greg, Steve
allen wrenches,
gloves, rags,
degreaser, chisel,
hammer, vacuum,
scrapper

Additional Ideas for Shine
• Try to prevent dirt from
accumulating in the first place or at
least contain it
• Shine is a low cost solution versus
breakdowns
• Plan ahead
• Have the right tools & supplies
ready
• Make sure supplies are easy to find
and put away, have a Shine Cart
The 5S Numbers Game
Shine

Shine
• Now that the area has been cleared out of
unnecessary items, it is time to “shine” the items
that remain
• Guideline: Get items to a “like-new” condition
• “Clean and inspect or inspect through cleaning”
• Everyone participates, make it simple and easy to get
cleaning supplies and schedule it!
• If you find something out that may become an issue,
fix it or have it fixed
1
2
3 4 5555 6 7 8 10
11 12
14 15 17
19
22
24 25
27 28
31 32 33
35 37 38
41 42
43
45
46
48
For Shine we will make sure the
numbers are in good working
order. So let’s clean this mess up!

1
2 3 4 5555 6 7 8 9 10
11 12
13 14 15 16 17 18 19
21 22
23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
20
Benefits of Shine
• Hands-on inspection of equipment
• Teamwork
• Items are a “like new” condition
• More pleasant place to work
• Impresses customers and auditors

Standardize
“Make up the rules,
follow and enforce them”
Standardize
• Standardize means to set up
the rules for Sort, Set-in-
order and Shine
• Have the 5S teams and Design
Teams set the standards
• Standards must be simple
and easy to follow
• Use One-point Lessons
and audits

Standards for Sort
Red Tag Rules
• When to Red Tag
• How to Red Tag
• What goes on the Red Tag
• more…
Rules for the Red Tag Holding
Area
• When to clear out
• How to dispose of items
• more…
Description: How to fill-out a Red Tag
One-point Lesson
5S Red Tag
Name ______________ Date __________
Item ______________________________
__________________________________
Reason for Tagging __________________
__________________________________
Write in your name
1
Fill-in date tagged
2
Write in the
name or
description
of the item
3
Write in the reason for tagging
(obsolete, needs repair, not
needed, scrap, use unkown, etc.)
4
Attach tag using
wire, tape, string,
or other method
5
Move item to the Red Tag Holding Area6
Standards for Set-in-order
• Which items
• Where
• How many
• Who replenishes
• Return all items…
• What to do when items
are missing
• Visual standards – signs,
lines, labels and color
coding
• more…

Standards for Shine
• Clean and Inspect
(C&I) Schedule, Lube
schedule
• Show the task, person
responsible, items
needed, frequency, the
time element and the
desired state
• Where to keep cleaning
supplies, how to
replenish
• more… © Profero, Inc. 2015
Key for Standardize
• Make the rules, then follow and enforce them
• People usually think 5S fails at Sustain, but it typically
fails at enforcing the rules
• Policies drive behaviors
• Make the rules simple and easy to follow
• Use immediate correction
• Lead by example
• Do not allow 5S to take a backseat to production

Standardize - Example
• For Morning Start-up
• Visual and simple
• Easy-to-read
• Easy-to-train
• Team creates
• Follow and enforce
Standardize - Example
• For Inspection Tools

The 5S Numbers Game
Standardize
Standardize
• We need to have standards for the first three S’s:
Sort, Set-in-Order and Shine
• Guideline: Make up the rules for the first three S’s
and then follow and enforce them.
• “Make up the rules and then follow them”
• Don’t forget to consider companywide policies like
color-coding, signage, replenishment, etc
• Make the rules easy to follow

1
2 3 4 5555 6 7 8 9 10
11 12
13 14 15 16 17 18 19
21 22
23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
20
After looking at all the styles of
font and sizes the team determined
that some of these items can be
standardized.
1 2 3 4 5 6 7 8 9 10
21 22 23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
1112 13 14 15 16 17 18 19 20

1 2 3 4 5 6 7 8 9 10
21 22 23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
1112 13 14 15 16 17 18 19 20Let’s add some more visuals like
color-coding and lines.
1 2 3 4 5 6 7 8 9 10
1112 13 14 15 16 17 18 19
21 22 23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
20

Benefits of Standardize
• Everyone knows the rules
• Sets the discipline needed for 5S and other
Lean tools like TPM or Kanban
• Simple and easy to follow
• Standards are visual
• Necessary for “Sustain”
Sustain
“Make it part of everyday life.”

Sustain
• Think of this as
sustaining life (in your
system) – you must
provide sustenance to
keep it going
• Not just “lip service”
• Provide the required
resources (time, people,
budget) to keep it going
5S Discipline
• Management’s support – without this 5S will never work!
• 5S is not something extra, it’s part of everyday work
• Get everyone involved – teamwork
• Helps set the base for other Lean efforts
• On-going communication – newsletters, communication
boards, short meetings
• Field trips, benchmarking
• Use reward and recognition

How to Make 5S a Habit
1. Development of new awareness skills
2. Support from management
3. Ongoing, company wide communication
4. Making 5S standards part of daily work
5. Total employee involvement
Development of New Awareness Skills
• Training and additional “Booster” training
once or twice per year
• Brainstorm problems and solutions
• Create your own slides or videos
• One point lesson - concise visual
explanation on how to perform a task
• Study groups
• Try field trips & benchmarking

Support From Management
• This is crucial to
Sustain the 5S effort
• Provide rewards,
recognition, and
resources (“Golden
Broom Award”)
• Provide space,
equipment and time
Ongoing, Company Wide
Communication
• 5S Communication
board
• Periodic short, focused
meetings
• 5S Newsletter
• Tours
• Videos
• Posters

Making 5S Standards Part of
Daily Work
• Part of everyone’s
job, not something
“extra”
• Examples
– The 5 minutes 5S, at the
end of each shift
– Scheduled, designated
amount of time, everyone
participates
– Weekly 30 minute 5S
Activity
– Post specific targets –
amount of inventory, 30
second test, etc. © Profero, Inc. 2015
Total Employee Involvement
• Learn from each other
• Create a vision for a safe, efficient, quality
oriented, user friendly environment

Additional Information for Success
• Everyone has to participate
• Promote participation
• Keep at it, even when it isn’t easy
• Make sure everyone understands what 5S
is and why it’s needed
• Remember, 5S is a low cost solution
• 5S is essential for Lean
Building Discipline
• Walk the talk everyday
• Lead by example
• Take it seriously
• Use immediate correction
• Enthusiasm
• Safety
• Address WIIFM?

Overcoming Resistance to 5S
• It’s just going to get
messy again anyway
• I wasn’t hired to clean,
you can do it, I’m not
going to
• I know where my things
are
• We are clean and neat
already
• We don’t have time to
do 5S
• We already tried it and
it didn’t work
• Don’t bother us with
these little things, we’re
here to work
• We have a cleaning
crew
Improvements
Use the Benefits Worksheet to document improvements
• Attitude
• Communication
• Flow
• Orderliness
• Cleanliness
• Organization
• Teamwork
• Quality
• Ease of use
• Employee
involvement
• Safety
• Inventory
• Management support

The 5S Numbers Game
Round 4
• In order to Sustain our gains we must be able
to recognize abnormal conditions
• Let’s do a quick 5S Audit of the area
• Circle any “defects” that you find

1 3 4 5 6 7 8
9
10
16
21 22 23
24
25 26 27 28 29 30
31 32 33
34
35 36 37 38 40
41 42 43 44 45 47 48 49 50GO!
1112 13 14 15 17 18 19 20
How many did you find?
• The “2” is missing
• “9” is upside down
• 11 and 12 are mixed up
• “16” is not completely in it’s home
• 24 and 34 are in the wrong location
• “39” is missing
• 46 is askew
How did you know?

1 3 4 5 6 7 8
9
10
21 22 23
24
25 26 27 28 29 30
31 32 33
34
35 36 37 38 40
41 42 43 44 45 47 48 49 50
16
1112 13 14 15 17 18 19 20
The 5S Numbers Game
Round 5

Sustain
• Now that you have a well organized, clean and
safe work environment, we must keep it that
way
• Guideline: It’s not something extra, it’s part of
everyday work
• “Make 5S part of everyday life.”
• Sustain helps build the discipline we need to
have a great Lean organization
• Let’s do the same exercise after applying our
5S principles - with a pen or pencil strike out
the numbers 1 through 50 in sequential order
(1, 2, 3, 4, 5…)

1 2 3 4 5 6 7 8 9 10
21 22 23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
GO!
1112 13 14 15 16 17 18 19 20
• The lowest score is what’s recorded for the entire
group
• What benefits can you see from “Sort” and “Set-in-
Order”?
• How can we apply this to everyday life?

Before & After State
Before
• Excess materials
• Excessive search time
• Large area
• Cluttered
• Difficult
After
• The correct materials
• Minimal search time
• Smaller area
• Clean, neat & organized
• Easy
1
2
3
4
5555
6
7 8
10
11
12 14
15
17 19
22
24 25
27
28
31
32
33
35
37
38
41
42
43
45
46
48
51
53
54
56 57
58
59
63
64
65
66 70
71
72
76 77 78 79
84
8587
89
94
95
96
97
100
Before

1 2 3 4 5 6 7 8 9 10
11 12 13 14 15 16 17 18 19
21 22 23 24 25 26 27 28 29 30
31 32 33 34 35 36 37 38 40
41 42 43 44 45 46 47 48 49 50
39
20After
Benefits of 5S
• What benefits did we
realize by applying 5S to our
simulated workplace?
• Quality
• Cost
• Delivery/Service
• Quantitative
• Qualitative
• _________________
• _________________
• _________________
• _________________
• _________________
• _________________
• _________________
• _________________

The 5S Numbers Game Wrap-up
• Can we apply this to the real world?
• Share an “Ah-ha” – something you learned,
something that’s new, something that’s
different or something that made an
impression on you
• _____________________________________
_____________________________________
Why 5S?
5S is not just for manufacturing…

Lean Manufacturing and
Lean Office
We use Lean tools on the
shop floor to eliminate
waste like: 5S, Poka-
yoke, POUS, QCO, JIT,
Pull/Kanban,
Cellular/Flow, TPM…
We use Lean…????
Blah, blah, blah,
yadda, yadda, yadda.
Doesn’t apply to me.
What’s for lunch?
What was said What was heard
Manufacturing Office
5S Myths
• 5S is o.k. for manufacturing, but doesn’t make sense
for the office.
• 5S takes too much time.
• There aren’t any benefits for doing 5S in the office.
• 5S means to clean and I wasn’t hired to clean!
• It doesn’t really matter how we store things in the
office.
• I like the way my desk is. I can find everything I need so why
does it matter how I have my things?

More Myths
• Doing 5S will take away from me doing my real
work.
• We’re clean and neat already.
• We have a cleaning crew so we don’t need to
do 5S.
• We’re not idiots, we know what we are doing. 5S
will just get in the way of us doing our jobs.
• 5S won’t make our company any better.
• There is no benefit for us to spend time to this 5S
stuff.
Hidden Waste
• How much time do people
in your office spend looking
for files, supplies, reports,
emails, etc.?
• Even if it is just 5 minutes
here and five minutes there,
that can add up
• How long would you be
willing to wait if someone
put you on hold to look for
some information?
10 minutes
5 minutes
2 minutes
1 minute
Less than 1 minute

No Time for 5S
• A study indicated that
people spend an average of
28 minutes per day
searching for items
• What do you think? Do you
spend about that much time
(or more!)?
• So what’s the big deal about
a mere 28 minutes per day?
• If we can reduce that time
by using 5S, we have just
given ourselves the time to
do 5S!
28 minutes in an 8-
hour workday
Impact
Day
6% of your
workday is spent
searching for items
Per Week
(28 minutes x 5 days)
140 minutes = 2
hours and 20
minutes
Per Month
(28 minutes x 20
work days)
560 minutes = 9
hours and 20
minutes
Per Year
(28 minutes x 250
workdays per year)
7,000 minutes =
160 hours and 40
minutes = greater
than 14 days = 2
weeks!
Information Usability
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
0
1year
3years
5years
10years
• The longer information sits
around, the less likely it is
needed
• Current information is
typically more useful than
old information
• Examples: product life
cycles, marketing materials,
records, forms, catalogs

5S Dreamland
Fairies and robots
do not come out in
the middle of the
night and do 5S
for you.
Who has to do it?
5S and Dilbert

Management’s Role in 5S
Set-up, Maintain, and Improve
Systems
Results
Enterprise
Alignment
Continuous Process
Improvement
Cultural Enablers
Principles of Operational Excellence

Guiding Principles
Create Value for the Customer
Create Constancy of Purpose
Think Systematically
Focus on Process
Embrace Scientific Thinking
Flow & Pull Value
Assure Quality at the Source
Seek Perfection
Lead with Humility
Respect for Every Individual
Measure what Matters
Align Behaviors with Performance
Identify Cause & Effect Relationships
See Reality
Focus on Long-term
Align Systems
Align Strategy
Stabilize Processes
Rely on Data
Standardize Processes
Insist on Direct Observation
Focus on Value Streams
Keep It Simple & Visual
Identify and Eliminate Waste
Integrate Improvement with
Work
Nurture Long-term Relationships
Empower & Involve Everyone
Develop People
Assure a Safe Environment
Supporting Principles

Shingo Prize Transformation Process
Alignment
Principles
Processes / Systems
Techniques & Practices
How?
Why?

Management’s Role
• Setup
• Maintain Systems
• Improve
• Coaching and Mentoring
Conclusion
Wrap-up
Q&A
Evaluations

The Trick to 5S – 5S Hour Energy
Resources
5 Pillars of the Visual
Workplace
by Hiroyuki Hirano
5S for Operators
by Productivity Press
Development Team
5S Garage DVD
by Old Iron Media
Work That Makes Sense
by Dr. Gwendolyn
Galsworth

Additional Resources
Group 5S Supply
Vimeo.com/5Ssupply
Q&A
• Questions
• Comments
• Evaluations

Developer
Anthony Manos
Tony Manos is a Catalyst with Profero, Inc., “Leaders
in Lean”, where he provides professional consulting
services to organizations focusing on implementing
Lean Enterprise. Mr. Manos has extensive
knowledge of Lean and quality in a wide range of
work environments. Tony is trained and certified by
the National Institute for Standards and Technology
(NIST) U.S. Department of Commerce in all elements
of Lean manufacturing.
As a member of American Society for Quality’s (ASQ)
faculty, he teaches a two-day course in Lean
Enterprise and a one-day course on Kaizen. Tony is
the past Chair of the Lean Enterprise Forum of ASQ.
He is a senior member of the Society of
Manufacturing Engineers (SME) and a member of
the Association for Manufacturing Excellence (AME).
He is part of the team that developed the Lean
Certification for AME, SME and the Shingo Prize.
Mr. Manos served in the United States Navy nuclear
propulsion program and holds and MBA from the
University of Illinois at Chicago.
Contact information:
Anthony Manos
Catalyst
Profero, Inc
9270 Corsair Road, Suite 18
Frankfort, IL 60423
C 312.718.0078
O: 815.469..5678
F 815.469.5678
E: anthony.manos@proferoinc.com
www.proferoinc.com
Thank you

Fabtech 2015 5S Workplace Organization and Standardization - F81 - A Manos

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to Fabtech 2015 5S Workplace Organization and Standardization - F81 - A Manos

Similar to Fabtech 2015 5S Workplace Organization and Standardization - F81 - A Manos (20)

More from 5S Supply

More from 5S Supply (7)

Recently uploaded

Recently uploaded (20)

Fabtech 2015 5S Workplace Organization and Standardization - F81 - A Manos