The5SMethodologySortSetShineStandardizeSustaininQualityManagement

1. The 5S Methodology Sort, Set,
Shine, Standardize, Sustain in
Quality Management. Lean
Training
Dr Ahsan Ali Siddiqui
Consultant Public Health

2. Agenda
 What is it?
 What’s it for?
 How does it work?
 When do you use it?
 What’s an example?

3. What is it?
 5S is a workplace organization
technique
 It is a way to involve associates in the
ownership of their workspace
 It helps create and maintain the
efficiency and effectiveness of a work
area
5S is a common starting point for Lean activities in a company

7. What’s it for?
 It is a way to create:
 Cleaner work areas
 More organization
 Safer working conditions
 Less wasted time
 Efficient work processes and practices
 More available space

8. How does it work?
 5S is most effective when applied in a
systematic way
 The following video illustrates the 5S
methodology
5S Video

9. THE 5S PRINCIPLES
 SEIRI – Organisation/Sort out
 SEITON – Orderliness/Systemize
 SEISO – The Cleaning/Shining
 SEIKETSU – STANDARDIZE
 SHITSUKE - Sustain/Discipline

15. DISCOVERY OF 5S
 Thirty years ago researchers started
studying the secret of success of Japanese
manufacturing companies
 5S turned out to be the most impressive
"secret"
 The factories were so well organized that
abnormal situations were readily apparent

16. DISCOVERY OF 5S
 Equipment's were so clean and well
maintained that any problem such as a
loose bolt or leaking oil could be easily seen
 This passion of cleanliness and orderliness
became a hallmark of Japanese
organizations

29. The Five S’s
 Sorting – separating the needed from the not-
needed
 Simplifying – a place for everything and
everything in its place, clean and ready to use
 Systematic Cleaning or Sweeping – cleaning
for inspection
 Standardizing – developing common methods for
consistency
 Sustaining – holding the gains and improving

30. The First S - Sorting
Separating the Needed from the Not-Needed
 Eliminate not-needed items and perform an initial
cleaning
 Establish criteria/handling of items
 Identify not-needed items
 Move not-needed items to holding area
 Conduct a white-elephant sale
 Conduct an initial cleaning

31. The Second S - Simplifying
A place for everything and everything in its
place, clean and ready to use
 Arrange workplace for safety and efficiency
 Identify key equipment and supplies
 Determine location for each item
 Outline locations and zones
 Develop shadow boards, label items
 Document layout, equipment, supplies

32. The Third S – Systematic Cleaning
Cleaning for Inspection
 Perform daily cleaning and inspection to
understand work conditions
 Identify points to check for performance
 Determine acceptable performance
 Determine visual indicators/controls
 Mark equipment/controls
 Conduct daily cleaning/inspections

33. The Fourth S - Standardizing
Developing Common Methods for
Consistency
 Make abnormal conditions noticeable and
document agreements
 Document agreements and checks
 Establish/document standard methods across
similar work areas
 Document new standard methods

34. The Fifth S - Sustaining
Holding the Gains and Improving
 Maintain the gains from other 5S activities
and improve
 Determine 5S Level of Achievement
 Perform routine checks
 Analyze results of routine checks
 Measure progress and plan for continuous
improvement

35. Getting Started
 Planning – launches your 5S activity
 Evaluating – tells you what you need to do
 Preparing – gets you ready for
implementation

36. Planning
 Assemble a 5S Lead team
 Define the work area 5S boundaries
 Assign work group members to their 5S areas
 Install a 5S communication board
 Determine 5S targets, activities, and schedule
 Review/finalize plans with work group and
site leadership

37. 5S Boundaries
Area 1
Area 2
Area 3
Area 4
Monica & Chandler
Rachel & Ross
Joey & Phoebe
Jerry & Kramer

38. Five S Communication Board
Levels
of
Achievement
Five S
Team
Members
Five S
Boundaries
Five S
Routine
Checklist
Five S
Routine
Checklist
Five S
Implementation
Plan
Five S
Implementation
Plan
Photos Photos
Current
Situation After Five S

39. Evaluating Your Initial Situation
 Prepare to take work area photos
 Take work area photos
 Evaluate current 5S Level of
Achievement

40. 5S Workplace Organization
Levels of Achievement
Level 5:
Continuously
Improve
Needed items are routinely
reworked/ replaced as
needed to improve work area
performance
Needed items can be
retrieved within 30 seconds
and require a minimum
number of steps
Problem sources are
documented with solutions
defined and implemented
M ethods for housekeeping,
labeling, inspections, and
work place design are
continually improved and
shared externally as
applicable
Root causes have been
eliminated and improvement
actions focus on developing
preventive methods
Level 4:
Focus on
Reliability
Needed items are routinely
assessed against business
needs to assure functionality
and fit
Needed items have been
minimized in number/ size and
are properly arranged for
retrieval and use
Daily inspection occurs to
assess area readiness,
potential problems are
identified and fixed
Agreements for labeling,
housekeeping, inspections,
and work place design are
consistently followed and
demonstrate area
performance improvement
Sources and frequency of
problems are documented as
part of routine work, root
causes are identified, and
corrective action plans are
developed
Level 3:
Make it
Visual
A list of needed items for the
work area has been
documented
Needed items have dedicated
locations and are properly
labeled with required
quantities
Visual controls for
equipment, files and supplies
have been established for the
work area
Work area agreements for
needed item labeling and
visual controls are posted
and followed by work team
Work team is routinely
checking area to maintain 5S
agreements and posting
results
Level 2:
Focus on
Basics
Needed and not needed
items have been sorted and
not needed have been
removed from work area
Needed items have been
safely stored and organized
according to frequency of
use
Key work area items to be
checked are indentified and
documented
Work area agreements are
identified and documented
for needed item organization
and work area controls
5S level has been determined
and posted on the
communication board
Level 1:
Just
Beginning
Needed and not needed
items are mixed throughout
the work area
Items are placed randomly
throughout the work place
Key work area items to be
checked during a sweep are
not identified
No work area agreements
exist
There is no measurement of
5S performance
Sorting Simplifying Sweeping Standardizing Sustaining
rev. 04-06-01

41. Preparing for Implementation
 Obtain existing standards for color-coding
and signage
 Decide on 5S color-coding and signage
standards
 Prepare for Sorting
 Prepare for Simplifying
 Prepare for Systematic Cleaning
 Prepare for Standardizing
 Prepare for Sustaining

42. Summary: Implementing Five S’s
 Share 5S Overview
 Choose work area implementation group
 Determine implementation targets, activities,
and schedules
 Document current situation
 Apply 5S’s
 Document improvements
 Determine new improvement goals and action
steps

43. Issues and Concerns
 Communicating across shifts
 Disposing of, or moving, personal items
 Making time available
 Following agreements consistently
 Maintaining the gains
 Giving rewards and recognition
 Integrating 5S with other improvement
activities

44. What’s an example?

45. What’s an example?

46. What’s an example?
Before After

47. What’s an example?

48. What’s an example?

51. Questions?
THE END
THANK YOU