This document outlines a framework for sustaining 5S (organizing and cleaning) practices at different levels of an organization. It describes 5 levels (L1 to L5) with associated roles and their responsibilities to identify issues, communicate, and take actions to continuously improve processes. The top level focuses on understanding business impacts and communicating deviations. Lower levels concentrate on clarifying processes, roles and responsibilities, identifying problems, and eliminating unnecessary tasks. The goal is to develop discipline around 5S practices through learning, communication and teamwork across all levels.

1. Subikash Roy & Tamotsu Mikami

2. What Attributes are Required to Sustain 5S
Sustain 5S
Needs
Leads to
Understand Business
Purpose & Existence
Needs
Leads to
Ability to discover hidden
business issues
Needs
Leads to
Clarity of business
processes
Needs
Leads to
Clarity of roles &
responsibilities
Needs
Leads to
Disciplined way of working
Please do not replicate. You need to understand this
and then make your own model of Ladder of
Abstraction. Subikash Roy & Tamotsu Mikami

3. What is the action Behavioral Dimensions
Level Who Word
( meaning of the word )
Top Sustain 5S Detect course deviation & Initiative, Persistence,
Management communicate to team. (Big Picture, Communication, Problem
L1
for e.g., loss of business/ customer Identification/ Solving, Team
share etc.) Orientation
Senior Understand Check the deviation from standard
Management Business and sort out issues, reorganize & Problem Identification/ Solution,
L2 Existence eliminate unwanted jobs & processes Initiative, Team orientation,
(for e.g., delivery reliability, communication
customer complaints etc.)
Plant Manager Ability to Understand exact situation and Initiative, Communication
discover hidden assess problem seriousness and Learning application, Problem
L3
business issues suggest to eliminate unnecessary Identification/ Solution,
jobs & processes Persistence
Department Clarity of Check the exact situation and Learning application
Leader business identify the exact problem (product Initiative, Problem
L4
processes line level) and sort out unwanted Identification/ Solution
tasks & events & communicate
Supervisor Clarity of roles Understand the problem and Problem Identification/ Solution,
L5 & communicate to operator & segment Communication, Learning
responsibilities (process level) and find root cause application, Initiative
Operator Disciplined way Continuously check deviation from Learning application, Problem
L6 of working standard and correct or inform Identification, Communication,
Problem Solving, Initiative
Subikash Roy & Tamotsu Mikami

4. • Understand existence of Business • Clarity of roles & responsibility • Identify unnecessary documents
Seiri • Understand importance of my role • Take out duplicated roles • Identify unnecessary things
整理 • Weed out unconcerned issues • Distinguish between hidden & • Make things visible
(Tidiness) • Clarify purpose through 5W2H visible customer requirements • Easy retrieval and less search time
PLAN
• Take out unwanted departments • Take out unwanted process & job
• Prioritize issues by mentally • Prioritize issues by criteria • Make standard place for all things
Seiton
• Clarify broad steps to solve issues • Clarify approach method & Steps • Clarify position clearly
整頓 • Prevent panic in complex situations • Link priorities holistically • Identify all things clearly
(Orderliness)
• Holistic thinking • Set Target Condition clearly • Ensure proper retrievability
• Identify hidden concerns • Clean up pending jobs immediately • Identify & eliminate dust & dirt
Seisou
• Find out the Real Root causes • Do not leave issues unattended • Inspect while cleaning the source
DO
清掃
• Concentrate to clean hidden issues • Refresh yourself – Take breaks of contamination
(Cleanliness)
• Maintain yourself clean • Check machine health
Seiketsu • Sanitize your mind • Approach issues with open mind • No dirty areas
• Think and act fairly • Concentrate on "What" not "Who" • No dark and closed places
CHECK
清潔
(Sanitize) • Thinking positive & forward of the problem • No dangerous activities
Kitanai = Dirty • No "Me First" attitude • Encourage failures for learning • Proper methods for handling of
Kurai = Dark • Always think of purpose (5W2H) • Don't hide mistakes dangerous items and areas
Kiken= Danger • Don't "Pass the Buck"
• Analyze problem recurrence • Create partnership • Consciously create habit (like teeth
Shitsuke
• Mindset to tackle new challenges • Coach and Learn brushing)
ACT
しつけor躾
• Discover & sort Phenomena & • Empathize to take actions • Make the habit natural &
(Culture,
Symptoms from new Events • Support mutually each other spontaneous
discipline)
(External & Internal) • Don't think about own risk • Act immediately on seeing issues
3
Top Management must practice and Senior Management must practice Middle & Lower Management must
coach and coach practice and coach

5. Action for 5S at Various Levels
Derived from Ladder of Abstraction using Semantics
Top Management must persistently detect course deviation by understanding hidden business
Top Management phenomena, and communicate below to initiate 5S activities to orient his team to resolve
problems.
Senior Management must identify the purpose of existence of his responsibilities and initiate to
Senior Management check deviations from standard and communicate it to orient his team to sort out issues by
eliminating and reorganizing any unwanted jobs and processes.
Plant Leader must be capable to identify hidden issues through learning application and
Plant Leader communicate below to initiate and assess the problem seriousness and persist his team to come
out with appropriate solutions.
Department Leader must be clear about the business processes and identify the exact problem
Department Leader through learning application and initiate for sorting out unwanted tasks and events and
communicate to Plant Leader.
Supervisor must be clear of his roles and responsibilities as well that of his superior and
Supervisor subordinates to identify the problem and communicate to the operators to find the real root cause
of problems.
Operator must develop towards a disciplined method of working and continuously take initiative to
Operator identify deviations from standard using his learning application capabilities and constantly
communicate with his superiors any deviations from standard
4
Subikash Roy & Tamotsu Mikami