5S Implementation Manual 07

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Anitech 5S Implementation Manual

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3

Catherine ParrillRobert Rosinski

5S Implementation

Manual




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Anitech.net Press

5S Implementation Manual

Copyright 2007 by Catherine Parrill and

Robert Rosinski

This title is also available from Anitech.net athttp://www.anitech.net

Requests for information should be addressed to:Anitech.net9030 W. Sahara #125Las Vegas, NV 89117

Library of Congress Cataloging-in-Publication Data

Parrill, Catherine, 1948-Rosinski, Robert, 1948-

5S Implementation Manual / Rosinski, Parrill p. cm.Includes bibliographical referencesISBN: 0-9679593-2-21. Lean Manufacturing 1. Title.BV4503.1 .W73 2000284.4 – dc21 2000011417

CIP

This edition printed on acid-free paper

All rights reserved. No part of this publication may be reproduced, stored in a retrievalsystem, or transmitted in any form or by any means – electronic, mechanical, photocopy,recording, or any other – except for brief quotations in printed reviews, without the prior

permission of the publisher.

Illustrations by Anitech.net, Copyright 2007

Interior design by Catherine Parrill

Editing by Adrienne Cole and Angela Senicz

Printed in the United States of America

05 06 07 08 09 10 11 – 50 49 48 47 46 45 44 43




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Contents

Preface……………………………………...9

Chapter 1 – Getting Started……………….15

Chapter 2 – What is 5S……………………21

Chapter 3 – The First S, Sort……………..31

Chapter 4 – The Second S, Straighten……67

Chapter 5 – The Third S, Shine…………..93

Chapter 6 – The Forth S, Standardize……99

Chapter 7 – The Fifth S, Sustain………..105




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5S

Preface

The 5S process is the cornerstone to achieving a successfullean transformation. It is the mechanism by which management cansustain an enterprise-wide cost reduction and improvement programthat will directly translate to the bottom line.

What is 5S? 5S is a systematic approach that streamlines thework environment, helping companies achieve and maintain acompetitive edge in today’s global economy. It is highly costeffective, can be implemented in virtually all work situations andlocations. 5S is a way of displaying and maintaining the newcorporate culture.

Many company cost reduction and quality improvement programs have been launched in an effort to obtain quick savingsand/or capitalize on current trends and thinking within theimprovement community. A well-executed 5S program can becomethe glue that solidifies those various programs and properlydeployed, it will become the foundation that all other initiatives arelaunched from.




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This book is a fast-read, how-to manual for those forward-thinking decision makers that need to improve the bottom line today.

Throughout this book you will encounter some new ideas, aswell as some tried and true methods that have been found to beindispensable by forward thinking managers embarking down the 5S

path.

Over the last decade that Anitech has been assisting clientcompanies install lean manufacturing cost reduction initiatives, the

one common element that has differentiated the successful from thenot so, has been the degree to which management has bought intoand enthusiastically deployed a meaningful 5S program andsustained it throughout their transformation process.

Client companies such as Allied Signal, UnitedTechnologies, Boshe, Ford and Johnson Controls have all deployedsuccessful 5S programs as the initial jumping off point for theirlegendary lean initiatives. Most significant of all is the fact thatcompanies deploying 5S as the cornerstone of their leantransformation have all dramatically improved their bottom line as a

direct result.

They’ve learned that a 5S implementation strategy should bea primary focus of company management and decision makers inorder to form the critical mass necessary to drive change,

profitability and prominence in their marketplaces.

5S can, and is, being successfully applied in companies of allsizes, product types and process flows. 5S applies to much morethan just manufacturing production floors. It also is beingsuccessfully deployed in many business system process flows,

engineering department flows and even in such wide and varyingservice industry operations such as finance, marketing, hospitalityand food service.




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How can you successfully implement or revitalize a company5S program? First, read and understand the basic principles of 5Sdeployment. Then learn and understand the complete 5-step processof implementation. 5S is deceivingly simple, yet powerful whenfully understood, effectively communicated to company personneland then applied.

As an option, this training material is offered on-line and youcan accompany it with on-line testing and certification.

Once you understand the basic concepts and deploymentstrategies, 5S will become as standard a part of how your companyapproaches all improvement strategies as the concept of computing aROI is today prior to embarking on any new project.

5S is about organization, standard process and on-goingsustaining and alignment with all company lean initiatives andstrategies. Every company we know that has correctly deployed 5Shas attained significant improvements in profitability and marketshare.

Let us know how your deployment proceeds.




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Chapter One

Getting StartedWhat is 5S?

5S is a systematic approach that streamlines the workenvironment, helping companies achieve and maintain a competitiveedge in today’s global economy. It is highly cost effective, can beimplemented in virtually all work situations and locations.

5S is foundational for today’s companies that need to

function in a real-time manufacturing environment. Just-in-time,flow, cell, and pull production techniques, for example, require a 5Sfoundation to ensure success.

The 5S’s stand for: Sort, Straighten, Shine, Standardize andSustain. They are a stepwise, sequential method for organizing theworkplace to improve quality and efficiency, meet deadlines, reducewaste, and create a safer and more pleasant working environment.

What is the most effective way to implement 5S?For 5S to be most successful, its implementation will be

done with the assistance of a specialist, trained in 5S deployment,

who will initiate the 5S system in a department, division, or office ofa company while simultaneously training company personnel tocarry the initiative into other departments and divisions themselves.

Sometimes companies opt to use the external specialist’sservices in multiple divisions because their own personnel arealready fully committed, they see the benefits and don’t want to losemomentum, and desire to make an immediate impact in many or allareas of the company.

Many companies that cannot utilize an external specialisthave chosen to train and certify members of a 5S team through train-the-trainer 5S training or even on-line 5S courses. Some specialists

offer discounted site-licenses for 5S on-line courses for multipleregistrants in a single company. Team discussion questions andsuggested projects should always be included in a good site license

package.




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How can you get the most benefit from this book? Learning in the same environment where the initial pilot

deployment will occur is ideal. The pilot implementation of thissystem should be made in the actual environment in which the full5S system will be eventually deployed. After pilot deployment,continue with the next chapter.

Budget constraints sometimes prevent a company fromutilizing the expertise of an external specialist. In such cases, an“internal specialist” who has learned the concepts of the 5S systemand has gained an understanding of how to apply them through this

book and possibly the accompanying 5S on-line course Anitechoffers, can be certified through the accompanying assessment tests.

This internal specialist will then lead the 5S effort. If acompany is not using the services of an external specialist, it ishighly recommended that a 5S Team be established for each divisionor department, and that one or more 5S Leaders in the company bedesignated. Each of these personnel should consider taking an on-line 5S course and achieve at least 85% proficiency on eachassessment exam. Team members can all become certified throughthis type of on-line course too.

How can you get even more benefits from this trainingmaterial?

Read, learn, assess and deploy a chapter at a time. Afterreading a chapter, for a complete learning experience, go on-line andtake the accompanying 5S assessment test associated with thatchapter. If your score is 85% or higher, undertake the activitiesoutlined. Do not continue with the second chapter until pilot areaimplementation has been made. If your score is under 85%, studythose areas in which your performance indicates more attention andthen retake the test. Completing this process will result in 5Scertification of expertise.

If you don’t remember all of the material the first time youread a chapter, you can obtain a one-year license that allows you to




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re-read chapters and re-take the assessment tests on-line, at will.

Anitech encourages you to take a refresher course 3-6 months afterthe initial course, and another 9-12 months after the initial course.The second and third time you take the course will serve to reinforce5S principles and provide renewed motivation for leaders and teammembers, helping them to better promote adherence throughout thecompany.

This optional training is based on an individual user license.Only the individual who has purchased the license is authorized touse it. Company site licenses are also available

Do most companies have a 5S “champion” or leadereven if they’re using an external specialist?

Companies that use the services of an external specialist toimplement a 5S system usually designate a 5S Team within eachdivision or department. The team, or selected individuals are trained

by the external specialist, assist in making initial improvements, andthen oversee ongoing implementation and follow-through. Thesemembers receive training during the external specialist’s on-siteworkshop and pilot implementation training, and assist in all phasesof deployment.




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Chapter Two

What is 5S?

What do the 5S’s stand for?The 5S’s stand for the five steps in a systematic

organizational process: Sort, Straighten, Shine, Standardize andSustain. The steps should be implemented sequentially. The last steprequires an on-going process to maintain and update each of the firstfive steps.

Sort: “When in doubt, throw it out”In this first step of the process, needed and unneeded items

are separated and all unneeded items are removed. Althoughseemingly a simple step, it normally requires input from several

people in the work area to determine what is actually currentlyneeded and the best method of dealing with unneeded items.Examples of sort include removing jigs that are no longer used for

production from the workplace, discarding from desk drawers old pens and markers that no longer write, or removing extra wrenchesfrom a pile on a worktable, keeping only as many as needed.

There is often a tendency to keep too much in the workplace.The challenge is to see the area through “new eyes” so that unneededitems become more readily apparent.

Straighten: “A place for everything, and everything inits place”

In this step items are arranged so that they’re easilyaccessible, easy to find and easy to return to their correct place.Labels and other visual indicators are devised and deployed. Paintingoutlines of tools where they are to be hung, color coding tools and

parts of like sizes, numbering tools and their corresponding storage places, and placing small office supplies into compartmentalizedcaddies are examples of Straighten.

The tendency is for workers to become accustomed to using poorly placed materials, tools, equipment, etc. and the wasted time




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and effort this causes. The challenge is to discover which

items are causing inefficiency, and where to store them so that theywill be most easily available when and where they are needed.

Scrub: “Clean as you go”The third step in the 5S process initiates a work ethic of

keeping everything clean and in order at all times. The connection between cleanliness, quality and safety are emphasized. Examples ofScrub include wiping machinery, sweeping, tightening loose belts or

bolts, cleaning gauges and indicators, tracking the source of leaks,overheating or undue noise, and organizing papers and books onoffice desks and shelves.

The tendency is for personnel to clean their areas periodically, letting clutter, debris and dirt collect between cleanings,rather than to clean as-they-go, at all times. The challenge is tocombat the attitude that “I don’t have time right now – I’ll do itlater” until it becomes clear that daily scrubbing is both easier andmore effective.

Standardize: “A method to our madness”The first three steps will slip unless standardized procedures,

schedules and expectations are clearly identified and regularlymeasured. During this step, a customized standardization method isdevised and implemented. Standardization examples include use ofchecklists, institution of preventative measures to keep unneededitems from entering the workspace, and job charts that delineateresponsibilities for maintaining various aspects of the 5S system.

The tendency, after the first 3 S’s have been deployed in anarea, is for them to slowly begin to erode. The challenge is to createclear, concise and complete standardized measures that prevent thisfrom happening and to institute a system that guarantees they will befollowed

Sustain: “Old habits die hard”In order to sustain improvements made during deployment of

the first 4S’s old habits will have to die. Changing the culture andinstituting new habits takes time and attention. It doesn’t happen byitself. Examples of Sustain include scheduling time for 5S Teams to




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do periodic reviews and improvements, prominently displaying

posters or other visual reminders in the workplace, and offeringrewards and recognition.

The tendency is for 5S leaders and team members,management, and/or operational personnel to expect changes to stayin place once they’re made and not to notice they’re slipping. Thechallenge is for 5S leaders and team members to take refreshercourses, and conduct refresher 5S deployment activities periodicallyto ensure the necessary cultural change, and for management to offercontinually strong support.

How does 5S help you?The 5S system makes work easier and more pleasant, results

in higher quality and efficiency, and creates a safer workenvironment. It makes time on the job more satisfying, reducesfrustrations, fatigue, and contributes to pride among the workforce.A company that has successfully implemented the 5S system is onethat can proudly and successfully showcase itself to customers andsuppliers. 5S results in increased profit. It’s a critical component ofgood business practices that must be maintained in order staycompetitive in today’s market.

Using this system will result in a significant elimination ofwaste in many categories, including overproduction, unneededinventory or transportation, lost time spent waiting, unnecessarymotion, over-processing products, correction of needless errors,obstacles to efficiency caused by unnecessary parts, equipment, etc.and under-utilization of human resources. It will reduce delays,customer dissatisfaction, injuries and defects. It will improvethroughput, ROI, on-time delivery and profitability.

What obstacles may you encounter?You may be among those fortunate implementers of the 5S

system who don’t run into any problems - everyone’s on board fromday one, and deployment goes like clockwork. If you find somereluctance to embrace the 5S system, though, don’t be surprised.Resistance from personnel may appear for a variety of reasons. Theymay believe they don’t have time to implement and adhere to 5S, or




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that they don’t need it. They may not initially see the benefits. They

may have tried this or another system in the past and failed to sustainit -“we tried it and it doesn’t work”. A less apparent obstacle may

be the belief that this is “somebody else’s problem”.

What do you need in order to overcome obstacles?There needs to be management buy-in to make 5S succeed

100%. Later, when all personnel have experienced its benefits andthe culture has changed to make the 5S System part of daily routine,those most directly affected will become its biggest supporters. Togain support initially, it’s important that as many people as possible

become involved from the start. Management should enthusiastically

announce the launching of this new effort, explaining why it is goingto be deployed, how, when, with whom, and what the expected

benefits will be.

Teams should work together at each stage of deployment.Everyone, at all levels throughout the company, should beencouraged to seek areas for improvement and find creativesolutions. Before and after pictures may be displayed prominentlythroughout the company. Suggestion boxes or boards may be used.Periodic ratings may be made and posted, with rewards for thosemeeting all criteria (pizza brought in one day at lunch for a

department, division or office, for example). Other larger rewardsmay occasionally be made for individual excellence for suggestedimprovements.

If 5S has so many benefits, why hasn’t every companyinstituted it?

Many companies globally have 5S Systems in place. AllWorld Class companies have systematically organized through thisor a similar system. Companies who haven’t yet implemented a 5SSystem, either don’t know about it, haven’t tried it, or have tried itunsuccessfully. Whichever category your company fits into, this

book will provide you with the principles of 5S, and providetechniques for implementation.

How can I get buy-in from management?




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Benchmarking is the best way to show management how 5S

works, and why. Anitech, Inc. can provide case studies and benchmarking opportunities upon request. Click here for furtherinformation about how your company can set up a benchmarkingtour, or for assistance in determining your individualized course ofaction.

Deciding whether to use an external specialistBy the end of this book, and the completion of your pilot area

implementation, you will need to decide whether you alone will beresponsible for leading your company in the 5S deployment, whethera team will take the course and together undertake the project, or

whether you and/or a team will work with an external specialist toimplement 5S.

It is important that you outline a course of action that will best serve your company, its needs, resources, and opportunities forimprovement. We advise that a cross functional group that includesmembers from management determine a clear strategy from the start.If you want help in defining the strategy that will work best for you,you can always contact an external specialist. They will be happy todiscuss your particular situation, needs, budget and desired outcomeswith you and help you tailor an appropriate course of action.




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Chapter Three

The First S: Sort

“When in doubt, throw it out”

How do we know if we need 5S?The rule of thumb is this: if you haven’t already implemented

5S or a similar system in your workplace, you probably need to! Awell-organized environment doesn’t happen by itself. And,obviously, if you haven’t ever deployed 5S, you need to start at the

beginning, with the first step: Sort.

Even if you’ve previously implemented an organizationalsystem, you may need to start at the first step again. No systemmaintains itself. If you currently operate with a system of visualcontrols, but have not strictly adhered to them, or have not sustainedthe effort 100%, you should also start with the first step.

Some signs of a work area that needs to implement the firststep, Sort, include:• Process flow or production is interrupted or delayed by

unnecessary equipment or items that get in the way• People waste time looking for parts, tools, papers or other

items• The workplace is crowded, cluttered, difficult to work in• Walls, bulletin boards, windows, shelves contain unneeded

our outdated items• Aisles, stairways, corners, areas behind, beside or under

desks, cabinets, benches, etc. contain unnecessary items• Stacks of unneeded items, or shelves, cases, cabinets, etc

housing unneeded items, are placed between employees,hampering communication.




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• Money is spent to maintain unnecessary equipment,fixtures, tools or other items.

• Storing of excess items is resulting in damage to some ofthem.

• Excess stock is hiding other types of problems in production or process.

• Safety hazards are created by the presence of unnecessaryitems.

• Unnecessary items themselves present a safety hazard(water, oil, chemicals, machines, physical obstacles).

• Duplication of items occurs because of inability to locateitems when needed

These are some of the signs that it’s time to take stock, sortwhat is needed from what is not, and GET RID of everything youdon’t need.

How did things get to be such a mess around here?Distinguishing between needed and unneeded items isn’t as

easy as it sounds. If it were, clutter wouldn’t have accumulated in thefirst place. Items that have slowly built up in the workplace have

become part of the culture. People are used to seeing extra items piled on workbenches, (wrenches, tooling, fixtures, etc.) that may beused only once a week, or folders that may not be opened for days.They get used to working around things. They may believe that“somebody else needs it”, or may believe (and often rightly so) thatthey do not have the authority to dispose of an article even thoughthey know it isn’t regularly used.

It’s human nature to keep things nearby without stopping tothink whether they’re used often enough to warrant it, or to keeplarger quantities than are really needed, “just in case”. It’s alsohuman nature to continue doing things the way “they’ve always beendone.” That’s how we got in this mess. Now let’s look at how we getout it!

Who’s going to decide what we get rid of?




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Some people will be overjoyed to learn that you’ve decided to get rid

of those things they’ve been reaching over, stepping around,searching behind or under for months or years. They’ve probably

been frustrated or annoyed more than once by unneeded items intheir work area.

Others may not know what all the fuss is about when the new5S campaign is announced. They’re so used to the clutter that theydon’t even see it any more. They may be less enthusiastic about thelaunching of the new 5S campaign, however. They’ll want to knowwhat it’s all about, how it affects them, and how it’s going to benefitthem. They’ll become convinced through good communication

before and during the 5S implementation, by becoming involved inthe improvement process themselves, and by experiencing theimprovements first hand.

After the initial effort, everybody in the work area should beinvolved, working together to identify unneeded items, gaining anew mindset and determining to see through “new eyes” in ordereliminate all unneeded items in the sorting process. Everyone willneed to adhere relentlessly to the same criteria. First, though, for the5S deployment, you will form a team to initiate the project.

Try to get both types on your implementation team - thosewho find unneeded items an annoyance, and those who don’t seewhat the big fuss is all about. But if possible, don’t put like numbersof the two types on the team. You’ll need more of those who findunneeded items an annoyance than those who are used tooverlooking the clutter. In addition, you should include in your teamsome members from outside the division, depart or office where 5Sis being implemented, to offer fresh eyes.

You’ll need input from all people involved in the particularwork area under study, not just team members, in order to determine

what is actually currently needed and in what quantity they arerequired. Remember, too, that it’s critical to have support ofmanagement in the implementation and sustaining of the 5S system.




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Note: It is vital to maintain all required facilities during and

after your 5S implementation. Team members and activities must be planned with this foremost in mind.

Once you’ve formed your team and are ready to take the firststep, how do you decide what to do with all those thingsaccumulated in the workplace?

Ask yourselves: Do we need this today?This will be the key criterion throughout the 5S process. If

you don’t need it today, you probably don’t need it on the productionfloor, or the top of the desk. Although there are exceptions, this isthe mentality you need to use in the evaluation and implementationof upcoming stages.

Step by step, you’ll determine whether items are ever used, ifso how often and where, and in what quantity. From thesedeterminations you’ll devise handy, efficient, visually controlledstorage for everything you’re going to keep. You’ll provide aconvenient place right on the production line or desktop for whatyou need today. You’ll prepare adequate, appropriate, clearlymarked storage for the things you need tomorrow, or the next day, ornext week. You’ll get rid of everything you no longer need andexcess quantities of the things you need.

You will be taking an uncompromising look at everythingfrom floor to ceiling, wall to wall, under and above, beside andinside, asking the same questions of everything you see: Do we everneed this here? Do we need this many of them?

In the next steps, we’ll ask of what remains in the work area,do we need it today?

Do we EVER need this here?Examples of items that may be placed in the unneeded

category include:




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• Obsolete equipment, tools, fixtures, files, books or other

items• Infrequently used equipment, tools, fixtures, files, books, or

other items• Any item about which there is a question in terms of how,

where or when it is used• Items stored in one area but used in another area• Excess quantities of items• Items not needed for the current process, production,

project or schedule• Defective items• Worn-out items• Old memos, manuals, visual displays, notices, etc.

Do we need this many?If there are more of the items in the work area than are

needed for the current production cycle, shift, day’s work, etc. thereare probably too many. Extra quantities should be stored off-line oroff the desktop.

Divide and conquerWhen you know which items you need, and in what quantity,

you’re ready to separate the unneeded items. As soon as you begin todivide needed and unneeded, you’ll have begun to gain control overthe workplace. If you scrupulously follow this first step, eliminatingeverything from the workplace that is unneeded, there will be animmediate sense of accomplishment, and immediate improvement to

build upon. Success breeds success.

A word to those who are concerned that if they throwsomething away today, they’ll be sure to need it tomorrow: neverfear. Items declared unneeded are going to be placed in a temporaryholding area, evaluated by all relevant personnel, and only finally

permanently disposed of when all appropriate personnel agree.Those items that aren’t disposed of may be placed in a less obtrusivestorage area, freeing the work environment from unnecessary itemswhile at the same time staying prepared for that “just in case” eventin the future.




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What will you do with items you’ve decided may beunneeded? First, they’ll be red tagged and placed in a separatelocation.

Red TaggingThe red tagging process identifies and clears out all unneeded

items that have collected. During the 5S implementation, methodswill be instituted to keep this kind of clutter from building up againin the future. There may be items in the work area that areunidentified. Workers may not know what they are, how or when (ifever) they are used, or why they were placed there in the first place.To find the answers to those questions, personnel from the entirefacility, division, department, or office need to be involved. A simpleand effective way to obtain their input is through the red taggingsystem.

Red tagging procedure is as follows:

1. Select the red tag areaIn selecting the area where the first S (Sort) will be

implemented through the red tagging process, ask yourselves thesequestions: Will the effort be company-wide or confined to adepartment, division, office, etc? Will there be a pilot areaimplementation first before a larger effort is undertaken? Which areaand staff do we expect to have the greatest success in the initialeffort? Management and the 5S Team must answer these questions

before the initiative begins, select the initial 5S deployment area, andchoose members for the 5S Red Tag team. It is wise to select an areawhere greatest success can be expected for the initial deployment.

A pilot area implementation, with a scheduled red-taggingeffort to follow in each additional area of the facility isrecommended unless the facility is small enough to do a company-wide deployment initially. The red tagging effort should becompleted in 1-2 days or less. If the area selected is too large it mayresult in overlooking some items that should be tagged.




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In addition, it is important to remember that this is a new

undertaking for the team. They need to have sufficient time todiscuss and agree upon criteria, items selected, etc. Don’t choose anarea that is so large it prevents them from being effective during this

part of their learning curve.

2. Organize the Red Tag teamThe Red Tag team should include all members of the 5S team, as

well as additional appropriate parties such as representatives frommaintenance, engineering, tool room, production control, etc. in afactory. In an office, additional personnel might include staff frommaintenance or other departments, and other support staff. It isrecommended that at least one person be involved in red taggingwho is in not a part of the division, department or office being redtagged, in order to bring a set of “fresh eyes” to the event from thestart. The Red Tag team will function only in this first step of the 5S

process, which should last 1-2 days per deployment.

3. Prepare the Red Tag team for deploymentUse a Red Tag Team Informational Form

First, the Red Tag team (which includes all members of the5S Team), led by the 5S leader and/or external specialist, should begiven an overview of the 5S System, and of the part they will play inits first step: Sort. Included in the information they are given should

be the following:• Duration and scope of the entire 5S implementation• Duration and scope of pilot Red tagging in relation to the

entire 5S pilot implementation (1-2 days per area)• Number of 5S deployment phases, dates and areas for

which they are scheduled• Goal of 5S implementation – expected results and benefits• The part they will play in following phases of the

company-wide 5S deployment.

Ideally, all Red Tag team members will receive the complete5S training, and participate at some level in its full pilot deployment.The Red Tag team’s attitude and success will be invaluable to theefforts of the overall 5S implementation. Their enthusiasm and news




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of benefits from their initial effort will help build momentum and

support for 5S among all company personnel.

A key to creating a successful experience from the start is forRed Tag team members to be given ample time, information andincentive to do a thorough, deliberate and yet quick blitz of theassigned area. Leadership from the external specialist or internalleader and from management is also an essential agreement.

4. Determine types of items to be evaluatedUse a Red Tag Criteria, Documentation and Notification Form The Red Tag team should make a list of every type of item that is

found in the targeted area. Included are the following examples:• Equipment

o Toolso Gaugeso Cartso Dieso Fixtureso Machineso Other

• Inventoryo Raw materialo Partso Productso Work in process (WIP)o Excess inventoryo Defective inventoryo Other

• Furniture and / or Storage (one or two categories, dependingupon your asset tracking procedures)

o Deskso Cabinetso Chairso Shelvingo Partitionso Cupboardso Boxeso Misc. and other




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• Fixtures and Fittingso Wireso Tubso Pipeso Misc. and other

• OSHA and Safety violations• Bulletin Boards, Production Boards, Scheduling Boards etc

o Newsletterso Memoso Noticeso Flyerso Misc. and other

• Documents, files, etco Stacks of papers, file folders etco Magazines, catalogues, etco Scheduleso Misc. and other

• Space – miscellaneous clutter:o On floors, stairways, in aisles, etc.o That blocks access to electrical panels, gauges, etco Behind cabinets, desks, shelves, etco Under desks, in drawers, etc.

5. Set red tag criteria In a production area, a simple and effective red tagging

criterion is the upcoming month’s (week’s, day’s, shift’s) productionschedule. All items needed in that schedule are kept in the area. Allitems not needed in that schedule are removed from the area.

Another way to determine whether an item is needed or not,is to ask these types of questions:

• Is this item within arm’s reach of the work it is used for?

• Is this item used daily? (or is it used on this shift; during this production schedule, etc.)




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• Is this quantity of this item used daily? (or on this shift,

during this production schedule, etc.)

Each company will need to devise its own specific questionsand metrics, based upon their particular circumstances. Rules ofthumb are:

Items that are used several times a day (shift, hour, production cycle, etc.) should be stored within arm’s reach whenever possible.

Items that are used less than once per day (shift, hour, production cycle, etc) should be stored off-line, or off the desktop.

Surplus items should be stored off line, or off the desktop.Only keep the number needed for that day’s (or shift’s, hour’s,

production cycle’s, etc.) work within arm’s reach.

6. List and gather needed suppliesFor this event supplies are minimal. They include the

following:

a. Red Tags or material from which the red tags will bemade, markers and ties. A way to gauge the average

number of red tags needed is to multiply the number ofemployees who work in the area to be red tagged by 4 or5. This will give an approximate number of tags and ties(or tape) needed.

b. Colored tape, rope, or other material to delineate the redtag holding area

That’s it! No other supplies are necessary, although you willwant to have adequate garbage bags or cans on hand.

Note: Tags should be purchased or made prior to the 5Sdeployment. Although red tags are available from many sources,companies sometimes prefer to individualize information containedon them. If you are going to use customized tags, the Red Tag team,the 5S team, and/or 5S leader should meet in advance to determine




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criteria to be contained on the tags and authorize printing. Suggested

criteria includes any of the following:• Name of person who red-tagged the item• Date• Department (division; office, etc)• Name of item (or description)• Identification number of item (where applicable)• Quantity• Category

o Equipmento Furniture or storageo Fixtures or fittingso Inventoryo Documentso Maintenance supplieso Other

• Frequency of Useo Nevero Seldomo Less than once per montho Once a weeko Once per day or more (but not in this area)

• Suggested Actiono Discardo Store in distant placeo Store in factory (office)o Store near areao Store in area in which it is used

7. Create a red tag holding areaSet aside an area for storing red-tagged items while they

await final evaluation and disposition. This area needs to be centrallyeasily accessible, close to the area being red-tagged, but not in theway of work flow. Size will vary depending upon types of items thatmay be red-tagged. The Red Tag team should estimate size andnumber of items they may be removing from an area and set the sizeof the red tag holding area accordingly.




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8. Set and announce the red tagging scheduleIt should be announced in advance to all staff concerned that

the Red Tag team is going to move items in their area during the firstand possibly second days of 5S deployment. Announce days andtimes affected, purpose and procedure of the Red Tag event, andamount of time items will be held in the red tag holding area.(Usually from 10-20 days; never more than 30 days) Announce thatduring the holding time any interested or affected individuals ordepartments should schedule a walk through the area with the RedTag holding area manager to make recommendations for finaldisposition.

After the event, one day per month should be scheduled for awalk through the area for the purpose of red tagging any items thathave accumulated since the initial activity. It is not necessary to usethe entire team for these follow up efforts. Generally, this is a three-

person exercise.

When effective counter measures have been put into place,these periodic red tagging walk-throughs should uncover a minimalnumber of items to be red tagged. If this is not the case, the 5S teamneeds to review the newly devised standards and enforcement policythat were instituted during the 5S campaign as counter measures to

the collection of unneeded items.

Note : Some 5S proponents say that the red tag event is a one-time only occurrence, and that implementation of counter measuresfor the build up of unneeded items will make it unnecessary to holdany follow up red tag walk-throughs, Anitech does not recommendfollowing this advice. It is typically necessary to schedule periodicred tag walk-throughs. A good plan is to schedule them monthly for3-6 months. If at least two of these walk-throughs have uncovered noitems that need to be red tagged, go to a bi-monthly or quarterlyschedule. It is important that the schedule be set, communicated and

adhered to, whether monthly, bi-monthly, or quarterly. Keeping thisa regularly scheduled event helps re-enforce the cultural changesnecessary to sustain the 5S system once it’s in place.




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9. Inspect and sort the work areaSpeed is key to success in the inspection and sorting of

needed and unneeded items during the 1-2 day Red Tag blitz. Theteam should move quickly through the area designated to be redtagged. Unless the area is large, one day should be enough time tocomplete the event. The maximum time for red tagging should betwo days.

Move through the red tagging area checking each against thecriteria you have established. Be relentless. When in doubt, move itout! Remember, the red tagging area is a holding area, not a landfill.If someone else in the company discovers a needed item has been

red tagged it can easily be reclaimed.

Some items may be clearly disposable: outdated notices orirreparably damaged items, for example. Don’t red tag them. Get ridof them. All other items, after being inspected by team members andfound questionable, should be tagged with all known relevantinformation, and taken to the holding area.

Use a form similar to the Anitech Red Tag Criteria, Documentation and Notification Form ( A5S.2)

10. Attach red tags to relevant itemsTie or tape a red tag to each item in question. Guidelines are:

• Fill out all known relevant information before attachingred tag to item

• Each team members should look at items tagged byanother member, verify that they are unneeded, and addto relevant information on tag if applicable

• Tag all items that thought to be unneeded• Tag excessive quantities of needed items• Tag each item individually (boxes or shelves full of items

should not be tagged as one item)

11. Place all red-tagged items in holding areaAll red-tagged items should be moved to the holding area for

the agreed upon amount of time. If an item is too large to remove




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from the work area, it should be red tagged, and the red tag

manager should make arrangements for inspection and disposition.During the holding period (from 10-30 days) all affected staff shoulddo a walk-through of the red tag holding area. They should add allavailable relevant information to tags and notify Red tag manager ofany items that should be returned to the work area or placed in adifferent work area. All suggestions for disposition must be madewithin the stated holding time.

Company-wide announcements for appropriate personnel toinspect items in the pilot red-tag holding area serve a dual function.First, their feedback is necessary before final disposition of items

occurs. Secondly, the communication will familiarize personnel inother areas with the red tagging process and its benefits. Support forthe initiative will build. An understanding of the 5S System, itsmethods, techniques and rewards, will grow as implementationspreads from area to area.

Note: Management can help build awareness and buy-in forthe 5S deployment at this stage by immediately calling attention to

progress made. Prominently displayed Before and After photos,announcements, memos, division, team or individual rewards, etc.can be used quite effectively in conjunction with red tagging.

12. Designate a red tag holding area managerManagement needs to participate in selection of this person.

The candidate will most likely come from the 5S Red Tag team.

13. Conduct a “fresh eyes” inspection with outsidepersonnel

At this point it is helpful if two or more team members walkthrough the red-tagged area with two or three people from outsidethat area, giving it one last look. Fresh eyes may locate additionalquestionable items that the Red Tag team overlooked.

14. Tag additionally identified items and move them toholding area




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Follow the same procedure as above for all items additionally

identified.

15. Evaluate each red-tagged itemBe sure that all relevant department, division, office,

manager, staff members, etc. are informed that they must inspect theholding area and evaluate each red-tagged item before the specifiedcut-off date. Persons evaluating items will need to arrange inspectionwith the red tag manager and make their recommendations to him orher. All additional recommendations and information must be addedto red tags before final disposition.

At the specified cut-off date, the red tag event is finished andthe red tag manager is responsible for immediate disposition of allitems in the holding area.

16. Create a system of documentationThe Red Tag team will need a thorough and easy-to use

system of documentation for red-tagged items. This may be produced from the Anitech Red Tag Criteria, Documentation and Notification Form ( A5S.2.) It keeps a record of all items tagged, allinformation entered regarding each item, and generates necessarytracking documentation. If the Anitech form is not used, the Red Tagteam will need to create its own documentation form and system.

Documentation to be logged and tracked should include thefollowing:

• Category of red-tagged itemo Equipmento Furniture or Storageo Fixtures or Fittingso Inventoryo Documentso Maintenance supplieso Other

• Dispositiono Discardedo Returned to supplier




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o Moved to ______ (stored in another location in

company)o Distributed to _______ (for use in another

location in company)o Sold

• Value• Depreciation• Notification of appropriate personnel• Person who carried out disposition• Date of disposition• Area covered• Dates of Red Tag event• Names of Red Tag Team members• Name of Red tag manager• Categories and numbers of items red-tagged• Copy of communication that went to all relevant

personnel for evaluation• Date for final evaluation before holding area is cleared• Schedule for Red Tag events to be held during the year• Recommendations• Authorization for disposition, including date and

signature•

Other

17. Document results of red tagging initiativeThe Red Tag team should prepare a concise document, using

their form, the Anitech form or another, compiling results of theircompleted initiative as a report-out to management.

18. Devise a plan for disposition of red tagged itemsRed Tag team recommendations form the basis of the

disposition plan. Each item needs to be accounted for in the plan.Personnel responsible for each type of disposition, method ofdisposition and date need to be included in the plan.




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19. Notify appropriate personnel to make finaldisposition

After other personnel have completed inspection andevaluation the Red Tag manager should obtain authorization for finaldisposition, make arrangements, notate on red tags and document onthe updated report-out form. Strict adherence to the cut-off date isimportant. Final disposition of all items should occur on that date.

20. Temporary red tag holding areaA temporary Red Tag holding area should be set up for

placement of any questionable items in the future that need to beinspected for possible disposition. Red Tag holding area managershould oversee this process and area. This may be a portion of theoriginal red tag holding area.

A Red Tag Criteria, Documentation, and Notification Form can automatically notify all appropriate personnel of disposition. Ifthis form has not been used, the Red Tag manager should makenotification.

21. Layout evaluation and re-design of area from whichred-tagged items were removed

Removal of unneeded items in the targeted work area mayhave cleared enough space that layout can be changed for a moreefficient workflow. Evaluation and possible re-design of the spacewill be done in the second step: Straighten.

22. Analyze reason unneeded items have built upFind the root cause for build up for each category of item that

was red-tagged, and if necessary for individual items within eachcategory. Some causes might include:

• Defective products are produced, not disposed of properly, and reason for defect is not determined andcorrected

• Inadequate storage locations in work area and off line




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• No standardized procedures for regularly purging excess

items• Overproduction causing inventory build ups• Inadequate transportation of items in and out of work

area• No time included in daily routine for workplace

organization

23. Develop counter measures (standards) to preventreoccurrence

Each cause discovered during analysis should be documentedfor use in the second step: Straighten. During this step organizationaltechniques will be deployed. Standardized procedures and reportingsystems will be developed during the fourth step: Standardize

24. Create and communicate summary of Red Taganalysis results

If a Red Tag Form has been used during this process, youshould use it to generate a summary of results and send them to allappropriate personnel by email. If this form has not been used, the

team should create and communicate this summary.




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Chapter Four

The Second S: Straighten A place for everything, and everything in its place”

What’s the big deal? Granted, some people are better than others at making an

office or shop neat and tidy. But nearly anyone can do a passable jobof straightening up the place. If that’s all there was to the second step

you could skip to the next chapter now.

The Second S, Straighten, is at the heart of creating amaintainable and efficient system that can be used by anyone. Itentails much more than making the office or shop neat and tidy.When properly executed, this second step creates an organizationalsystem that can be standardized and sustained, providing substantialimprovements that translate to significant increases in ROI.

What happens in the Second Step: Straighten? All needed items (those left after red tagging has been

completed) are arranged for efficient and easy use. Then they andtheir storage areas are marked or labeled so that anyone can easilylocate them and anyone can easily put them away.

Two key components of this step are determining best placement of all items in order to reduce waste, and marking in sucha way that anyone can immediately find and return the item.

What kinds of problems does Step 2 eliminate? Some examples of the kinds of waste or problems that occur

when items are not arranged for efficient use, or are not marked toguarantee proper storage at all times, include:

• Each time an office worker needs to punch holes in a paper,he has to go to the workroom to use the three-hole punch.




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• Most office personnel use the punch once a week or less. One

person, however, uses it more than once a day. Yet, the hole- punch is no closer to his workstation than to the ones of thoseworkers who need to use it only once a week.

• Certain sets of files are kept in the workstation of onesecretary, at the back of a large office area. When others needone of those files, they have to get the key from the woman atthat workstation. Unfortunately, her work takes her awayfrom her desk often, and others regularly waste time lookingfor her so they can get a needed file.

• A worker searches for a needed assembly aid that he left inthe production area just before going to lunch. It isn’t therewhen he returns and he wastes twenty minutes looking for it

before the co-worker who used it returns from his break andlocates the missing production aid.

• A worker takes a box of parts from a shelf, to be used in the production line, not realizing that the wrong box of parts has been placed in the spot where he usually gets the neededitem. The switched part isn’t noticed by the operator untilafter he’s already made a defective product. Then, the line isshut down while the correct parts are located and brought in.

• A worker trips over a box of items left in a walkway, fallsand is injured. He is off the job for three days.

Often, the problems that arise from poor arrangement ofitems in the work place, or failure to properly replace items, areoverlooked or fail to be attributed to the root cause. Many kinds ofwaste, or problems, in the production area or office have become sohabitual that they’re taken for granted. Others may a source offrustration for workers, yet sustainable solutions have not been

found. Sometimes a co-worker is blamed when, in fact, the systemitself is at fault.

When considered individually many of these problems mayseem inconsequential. When added together throughout the course of




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a day, however, and multiplied by the number of workers

experiencing the same wasted motion or other difficulty, they can infact be very significant.

What are the areas of waste reduced by Step 2? All waste reduced by the second step could fit into the

category of wasted time. In the real-time environment of the 21 st century enterprise, a company cannot long remain competitive if it iswasting production or process time. Three main areas of wasted time(and with it the associated waste of energy and effort) that thesecond step improves are:

1. Lost time spent looking for items2. Lost time due to difficulty in using items3. Lost time in returning items

What are the benefits of the Second Step: Straighten? When time lost from unnecessary searching, returning and

difficult usage is reduced you will receive the following benefits:1. Improved quality2. Improved productivity3. Improved safety4. Improved satisfaction among workers

How do we know which items need to be relocated ormarked differently?

Ask these questions:1. Is the item easy for anyone to find?2. Is the item easy to use?3. Is the item easy for anyone to return?4. Is equipment involved standardized?5. Would the standardization be clear to anyone?6. Have limits been set?7. Are the limits clearly understandable by anyone?

A good guideline is this: Ask whether a new employee would be able to find, use and return the item the first day on the job. If the




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answer is no, in nearly all cases the item has either not been located

or labeled as well as it needs to be.

ConsiderationsThere are three main considerations in determining the

location of items are:

1. Frequency of useRule of thumb: The more often it is used, the closer it iskept

2. SafetyIf it in any way presents a safety hazard, it is not properly

stored and/or marked3. Process flow

Consider each of the following characteristics to determinewhether items are located for optimal process flow:a. Weight

b. Heightc. Spaced. Availabilitye. Proximityf. Visibilityg. Standard indicators

h. Its use in conjunction with other items• Items used together should be stored together• Items used together should be stored in the sequence

in which they are used1. Categorize all items

• Those that should be replaced after each useo Place in order of useo Place as close as possible to point of useo Place where least motion, and most efficient

motion, is used in removing and replacing• Those that are not replaced after each use

2. Map the area1. Map the workspace layout. Include all equipment, tools,

furniture, parts, supplies, inventory, machinery, etc. in




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2. this area map. It may be done in the form of a floor plan,

area diagram, or other.

3. Indicate work flow among all items on the map. Use onearrow for each operation or task. Draw the arrowssequentially, in order the tasks are performed, andnumber each arrow.

3. Analyze the map1. Study the area map – sometimes called spaghetti diagram

– to discover areas of congestion.

2. Highlight or in some way mark the areas of congestion.

These areas will contain your highest degrees of waste.

3. Analyze all motion to discover waste, using the followingindustrial engineering style principles:

• Start and end each motion with both hands moving atonce

• Both arms should move symmetrically and inopposite directions

• Keep trunk motions to a minimum• Use gravity instead of muscle• Avoid zigzagging motions and sudden changes in

direction• Move with a steady rhythm• Maintain a comfortable posture with comfortable

motions• Use the feet to operate on and off switches for

machines where practical• Keep materials and tools close and in front• Arrange materials and tools in the order of their use• Use inexpensive methods for feeding in and sending

out materials• Keep operators at a proper height for the work to be

done• Make materials and parts easy to pick up




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• Make handles and grips in efficient, easy-to-use

shapes and positions

4. On the map, indicate where all known wasted motionoccurs

4. Evaluate use of tools• Eliminate as many jigs, tools, dies, templates, etc as

possible by making them serve multiple functions.

5. Look for following types of problems that can create wastedmotion

• Workbenches or tables that are too wide• Parts that require turning, twisting, bending or

reaching behind• Items that are hard to see or reach because they are

laid out horizontally rather than vertically or on aslant

• Items that are too far above or below eye level to beseen well

• Items placed too high to be reached in normalworking position

• Items arranged so that crossover of hands is necessary(not in order of use)

6. Look for areas of congestion and wasted motion in the newarea layouts

7. Create a new area mapDesign and map new layouts, drawing and numbering arrows

to show sequence of work flow, refining until as much wastedmotion as possible has been eliminated.

8. Design new storage1. Storage should be enough larger than the item so that itcan be easily removed and returned2. Store tools according to function if they are used in jobshop production




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3. Store tools according to their product base if they are used

in repetitive production4. Create suspended storage for tools where possible

9. Continue to improve your layout design until you haveeliminated all waste that you can at this time.

10. Deploy the new layout1. Implement the new design as a pilot project, moving all

equipment, tools, furniture, parts, supplies, inventory,machinery, etc to their new locations

2. Evaluate actual work flow undertaken in the newly

designed layout3. Make improvements in accordance with evaluation

Signboard StrategyRemember – the goal is for anyone to be able to determine at

any place and any time in a factory what goes where. Use ofsignboards is a key strategy for this.

What information should a signboard convey? What, where,and how many.

Types of signboards:1. Inventory, showing items needed for current-charge2. Machine’s acquisition date production purposes.3. Machine/equipment: (to be hung from ceiling over

machine, posted against a wall or on machine itself).a. Name of machine

b. Process namec. Operator or other person-in

4. Shop: display plant name, line name, cell name, etc.Steps in signboard deployment:

1. Determine locationsa. Develop a floor plan from previous area layout b. Map the applicable process in sequence, showing

direction of product or process flowc. Identify bottlenecks and flow congestion




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d. Develop and draw an improved flow map

e. Simulate and optimize the new flowf. Deploy the new layout in the workspace.g. Continue to revisit and improve the new layout

2. Prepare locations3. Make and post signboards and/or labels that show what,

where and how4. Determine how to recognize when items are out of place

using location limit

Use of signboards and other visual controls Signboards are a way to identify what goes where and how

many belong in each location.Three main types of signboards:

• Location indicators (show where items go)• Item indicators (show what specific items go in those

places)• Amount indicators (show how many belong there)

Signboards are often used to identify:• Names of work areas• Inventory locations• Equipment storage locations• Standard procedures• Machine layout

Visual ControlsVisual controls are used to make out-of-control items

obvious. They are used to communicate in set and recognizablevisual standards, and to identify:

• Waste• Deviations• Normal vs. Abnormal (problems)• Opportunities for continuous improvement (kaizen)•

Location limitso Red = exceeds limitso Yellow = limit lineso White = location lineso Tiger stripe = hazardous area






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Methods of visual control:• Flow diagrams• Color coding• Signs• Labels• Audio• Touch• Other

Examples of Visual control• Workplace metrics chart

o Inputs needed (customer)o Outputs generated (supplier)

• U.S. Highway signs

Six Levels of Visual Control1. Share information and/or results of control activities

o The visual display of all information helpfulto activities and goals of all individuals relatedto a given area

o Specific emphasis given to information relatedto targets and expectations

2. Share established standardso Display of information and use of established

standards so that non-conformance can beeasily detected and everyone can easilyidentify and correct abnormalities

3. Build standards into workplace o Make the work environment itself

communicate established standards Use space, demarcations, containers,

equipment, barriers, etc. tocommunicate

Use sized and height limits, signs,colors, etc.

4. Warn about abnormalities o Build in lights, alarm bells and buzzers and

other devices that can easily be seen or heard




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o when signaling a warning about an

abnormality or need (as for parts orassistance)

5. Detect abnormalities o Devices are installed to immediately detect

and stop abnormalities at their source beforethey move on to the next step or process

6. Prevent abnormalities o A mistake-proofing device is installed (once

the exact cause of a defect is discovered) toensure that the abnormality or defect cannotre-occur. Redesign of a section of the

equipment may be necessary at this level).

Steps in developing visual controls1. Brainstorm ideas and document 2. Evaluate level and potential effectiveness of ideas 3. Choose which controls to use for each element 4. Prepare material for visual controls 5. Implement control

Information to be Displayed on Visual Control Charts• Identify storage, operation, equipment or safety

condition not in control• Record specific information relevant to element not in

control• Record ideas for visually controlling each element

Painting Strategy:This is a method for identifying locations on floors

and walkways. Although it is called painting, you can usetape, acrylic, or other materials to create divider lines in orderto mark off walkways, etc. Divider lines include such uses as:

• Cart storage locations• Aisle direction• Door ranges• Place markers for worktables




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• Tiger marks to show where inventory and equipment

should not be placed or to show hazardous areas.In designing layout, remember:

• U shaped cell designs are generally more efficientthan straight production lines

• In-process inventory should be positioned carefullyfor best production flow

• Floors should be leveled or repaired if possible beforedivider lines are laid down

• Walkways should allow for safety and a smooth flowof goods by being wide enough and avoiding twistsand turns

• Divider lines should between 2 and 4 inches wide• Paint colors should be standardized and the colors

should be bright

Location map is a signboard showing location of parts, tools, jigs, dies, equipment and machinery. It does not use areasshowing work flow

Color Coding Strategy can be used to show which parts,tools, jigs and dies are to be used for which purpose. Forexample, parts used in making a particular product can all becoded with the same color.

Outlining strategy: Drawing outlines of jigs and tools in their proper storage positions show where they should be placed.

Steps of Sign boarding:1. Set up training for signboards.2. Organize signboard-strategy promotion teams

a. Include shop floor supervisors, group leaders,section and department managers.

3. Draft a schedule (each team should draft its own dailyschedule and display it.)

4. List all needed items, including inventory itemsa. Page number

b. Relevant line, work group or process




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c. Categories are: raw materials, secondary

materials, in-process inventory and productsd. Use common names in that category.

Specifications should be in separate columne. Amounts in terms of unites in which they are

stored (pallets, boxes, drums, etc.)f. Note maximum number that should be stored in

the designated area.5. Equipment lists

a. Public (for each factory, department, workshop orline)

b. Personal (each set of equipment used by an

individual worker, such as tools, jigs, supplies,etc.)

c. Equipment list should include machines, jigs anddies, measuring tools and gauges, work vehiclesand conveyance vehicles and work supplies.

6. Designate Storage Sitesa. From current layout diagram

7. Install place markers and signboardsa. If storage place is on the floor, mark off and

identify the space b. If storage space is on carts, pallets, etc mark off

areas where those devices are stored.c. Mark off all related walkwaysd. Use standard area divisions

8. Once all target items have been listed, make signboardsa. Use metal, acrylic, adhesive-backed paper, coated

board – etc. b. Attach signboardsc. Fill in signboards

9. Maintain ongoing improvement activitiesa. Take photos to document organization and

orderliness

b. Use memos to keep people aware of problems thatneed to be addressedc. Set up suggestion system to continue

improvementsd. Draft improvement case study reports




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10. Evaluate

a. Create evaluation system b. Maintain list of essentials for maintaining Step 2c. Report on activity results




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Chapter Five

The Third S: Shine“Clean as you go”

The purpose of this step is to clean everything , and then keepit clean. This, too, sounds like an obvious step in creating a safe andefficient workplace. But, in fact, far too many work environmentsare not effectively cleaned, and kept clean. Keys are an initialthorough scrubbing, then adopting a clean as you go philosophy,

building cleaning into preventative maintenance assignments andschedules, and using cleaning as a form of inspection to exposeabnormal conditions.

Examples of how an unclean work area can affect efficiencyinclude:

• Poorly lit areas are hazardous, and can contribute tosloppy or defective work

• Customers will have less confidence in a supplier whosework area is unclean

• Dirt such as grease, oil, etc can create hazards for the

worker • It is harder to detect problems in dirty equipment or

machinery, leading to breakdowns rather than quick prevention/repairs

• Unclean equipment is more likely to produce defective products

• Clutter leads to inefficiency • Morale can be lowered by working in a cluttered or

unclean environment

1. Determine target areas for scrubbing• Warehouse

o Raw materials, parts, components, finished products, etc.

• Equipment




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o Machines, tools, dies, worktables, cabinets, desks,

chairs, etc.• Space

o Floors, work areas, walkways, walls, ceilings,windows, shelves, closets, lights, etc.

2. Assign scrubbing responsibilities• Divide factory into areas• Assign individuals or teams to each area• Schedule cleaning times

3. Determine each item to be cleaned in targeted area4. Determine and acquire supplies and equipment needed5. Try to limit regular cleaning tasks to 5-minutes (assign tasks

accordingly)6. Undertake initial scrubbing – thorough scrubbing of entire

area. This may take more time than subsequent“maintenance” cleaning, which should be done in 5 minute

blocks7. Make periodic cleaning a habit – build it into the regular

daily work schedule8. Incorporate inspection procedures into the cleaning schedule.

Operators, not maintenance staff, should be in charge of theirown machines.• Train operators to look for minor or sporadic

malfunctions or abnormalitieso Oil leaks, wear, warping, color changes, etc.o Changes in sound of machineo Unusual odorso Unusual or excessive wobbling, vibration, heat,

etc.• Write cleaning/inspection assignments on signboard, or

on sign attached to each machine. Inspections should bedone systematically and routinely. Establish regularroutines for cleaning and inspecting all systems, such ashydraulic systems, pneumatic systems, lubricationsystems, etc.

• Create inspection checklist• Train operators to correct problems revealed during

inspection whenever possible




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• Create maintenance request form and system for

problems operator cannot fix. A flag or other indicatorshould be attached to the machine, visible to allconcerned.




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Chapter Six

The Fourth S: Standardize“Get a system and stick to it.”

The purpose of the fourth S, Standardize, is to create asystem that will systematically maintain and monitor the first threeS’s in a predictable and organized manner. Standardization includesthe following steps:

• Post required information so there is no searching

o Production scheduleso Delivery dateso Destinationso Lot sizeo Downtimeo Other

• Standardize information requirement• Make information requirements visual• Devise methods/controls that:

o Cause deviations from standard to surfaceo Keep re-accumulation from occurringo Indicate dangero Communicate ideas generatedo Set limits

• Assign 3S responsibilities: area, schedule, 3S jobdescriptions, and schedules, with appropriatechecklists and/or forms

o Each staff member needs to know his/her jobassignment, responsibility for the maintainingthe first 3 S’s in his/her workspace

o Delivery sites should likewise be marked and job assignments made for maintaining the first

3S’s.• Integrate 3S duties into regular work assignments.

o Visual controls – anyone should be able todetermine what is normal or abnormal at firstlook.




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o Make all 3S activities short and efficient –

each should be accomplished in 5 minutes.• Use standardized checklists to evaluate effectiveness

of 3S activities.• Determine which problems are happening repeatedly

o Floors are dirty in spite of regular cleaning,tools are replaced incorrectly, unneeded itemscontinue to accumulate, etc.

• By asking the 5 Why’s, determine source of problem• Address source of the problem, and find a suitable

improvement.• Standardize the improved method, technique,

placement, etc.• Prevent unneeded items from entering the workplace

o Find a way to procure and produce only thosematerials that are needed, when they’reneeded, in the amount they’re needed

o Moving to just-in-time production, rather thanstoring large amounts of parts or inventoryeliminates accumulation, damage, etc., bymoving toward one-piece flow, pull

production, load leveling, and standardizingoperations and processes.

• Standardize control of itemso Make it difficult to put things in the wrong

place Visual controls and discipline – clearly

marked storage areas, incentives tomake practicing 3S a habit

o Make it impossible to put things in the wrong place

Ask the 5 Why’s Identify underlying causes If possible, eliminate the need to return

items• Suspension - suspend tools just

above, and within reach, of theoperator. Operator releases tool




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• when finished using it, and it returns

automatically to its storage place.• Incorporation – Create a flow of

goods or operations that smoothlyintegrates jigs, tools, etc. into the

process and stores them where theyare used.

• Use elimination – Three techniques:o Tool unification – combines

functions of two or more toolsinto a single tool

o Tool substitution – usessomething other than a tool toserve the tool’s function

o Method substitution – improvingefficiency by replacing onemethod with another




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Chapter Seven

The Fifth S: Sustain“Keep it simple”

5S is not an event. It is a continued way of life in theworkspace. It requires a cultural change in workers and workertechniques on an on-going basis. Unless your organization iscommitted to sustaining the benefits of its 5S program, it will

backslide. How can you prevent this from happening? By creating a

system of rewards to ensure that the 5th

S, Sustain, is adhered to.o Create conditions or structures that help sustain the 5S’s

o Awareness – make sure workers understand the 5S’sand why they’re important

o Time – make time in the work schedule for performing 5S’s

o Structure – have a schedule, work assignments, etcthat make it clear how and when 5S activities will beimplemented

o Support – management support is imperative,

including acknowledgement, leadership and resourceso Rewards – need to be made regularly. Recognizesuccessful efforts

o Satisfaction – Make following 5S’s enjoyable.Communicate satisfaction, generate enthusiasm.

Complaining and criticism are not effective ways to sustainthe 5S’s. If conditions slip, the cause should be identified andcorrected. Supervisors should take immediate action when a slippageis discovered.

Develop a disciplined approach through:1. The Visual 5S’s (visual controls)

2.

Take immediate action when an abnormality ordeterioration in 5S conditions are discovered3. Use instructive rather than destructive criticism4. Promote and develop 5S company-wide – with

managers visibly involved




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5. Use promotion toolso Management role

o Educate workforce in 5S concepts, tools andtechniques

o Create teams for implementationo Allow time for implementation and create scheduleso Provide resources for 5S implementation, such as

supplieso Acknowledge and support 5S effortso Encourage creative involvement by all workers, listen

to and incorporate their ideaso Create rewards for 5S effortso Promote ongoing 5S effortso Improve quality and efficiency of their own worko Teach by exampleo Demonstrate the company’s commitment to 5S

implementationo 5S Team’s role

o Continue to learn more about 5S implementationo Help educate coworkers about 5So Be enthusiastic about 5S implementationo Help promote 5S implementation effortso Find ways to implement 5S in their daily worko Ask supervisor for support or resources neededo Participate fully in company 5S effortso Bring creative ideas to manager or supervisor for

promoting or implementing 5S

o Tools and techniques to Sustain 5S Implementationo 5S Slogans – communicate themes of the 5S

campaign Can be suggested by workers May have a contest to choose slogan Can be displayed on buttons, stickers, flags,

posters, etco 5S Posters Post throughout the workplace Can give slogans, or descriptions of 5S

activities




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Communicate results or status of 5S activities




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o Storyboards, or photo exhibits

Show before and after pictures Show status of 5S activitieso Newsletters

Give reports on 5S conditions and activities Most effective when issued regularly

o 5S Maps Hang in central location Have suggestion cards so all workers can

suggest improvementso 5S Manuals

Small pocket manuals for easy reference

Larger manuals at workstationso 5S Department Tours

Have tours of a model area in a company soother areas can “benchmark”

o 5S Month Designate particular months for additional 5S

activities, such as contests, benchmarkingfield trips, seminars, etc.

5S is an on-going and continually improving process. Learn from the process. Find ways in your particular situation to make changes that

make the most sense for your plant, personnel, product line, etc.

Communication, follow up and focus are your keys to continuedsuccess with 5S.




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