The Japanese Five “S” Process

A Supplement to Quality Tool

The 5 “S” Process does not mean only cleanliness, it means much more than only cleanliness

It means cleanliness, tidiness, discipline and much more……

The Five “S”

The 5S Process, or simply "5S", is a structured program to systematically achieve total organization, cleanliness, and standardization in the workplace. A well-organized workplace results in a safer, more efficient, and more productive operation.  It boosts the morale of the workers, promoting a sense of pride in their work and ownership of their responsibilities

• "5S" was invented in Japan, and stands for five (5) Japanese words that start with the letter 'S': Seiri, Seiton, Seiso, Seiketsu, and Shitsuke

• These are foundational to Kaizen (continuous improvement) and a manufacturing strategy based "Lean Manufacturing" (waste removing) concepts.

• 5S is one of the activities that will help ensure our company’s survival.

The Five “S”

The concept of good housekeeping has been with Japanese for a very long time. At home and school, children are disciplined to adhere to good housekeeping

FIVE ‘S’

1. SEIRI

5. SHITSU

KE

2. SEITON

4. SEIKET

SU

3. SEISO

Elimination

Waste

Seiri ( 整理 ) – Sorting

Seiton ( 整頓 ) – Straighten or

set in order

Seiso ( 清掃 ) – Sweeping or

cleaning

Seiketsu ( 清潔 ) –

Standardizing

Shitsuke ( 躾 )– Sustaining the

discipline

Japanese Term

Meaning English Equivalent

Meaning in Japanese Context

Seiri Sort TidinessThrow away all rubbish and unrelated materials in the workplace

Seiton Set OrderlinessSet everything in proper place for quick retrieval and storage

Seiso Shine Cleanliness Clean the workplace; everyone should be a janitor

SeiketsuStandardize Standardization

Standardize the way of maintaining cleanliness

Shitsuke Sustain DisciplinePractice 'Five S' daily - make it a way of life; this also means 'commitment'

The Five “S”

Some 5S Examples

Before 5S

After 5S - Cleaned, organized and drawers labeled (less time and frustration hunting)

5S Examples - Sort, Set in Order

See the difference?

1. Sort - All unneeded tools, parts and supplies are removed from the area2. Set in Order - A place for everything and everything is

in its place

5S Examples - Shine

3. Shine - The area is cleaned as the work is performed (best) and\or there is a routine to keep the work area clean.

5S Examples - Standardize

4. Standardize - Cleaning and identification methods are consistently applied

Departments have weekly 5S tours

Every job has duties that use Sort, Set in Order and Shine

We all have common duties to do our part to keep all areas of the plant in shape - breakroom, restrooms, locker area, parking lot, etc

5S Examples - Sustain

5. Sustain - 5S is a habit and is continually improved

5S is a simple concept with powerful results.

You will get additional information on 5S so that you will be well equipped.

Our experience is that the more we do 5S the better the work environment becomes: cleaner, safer, more organized, the work is easier, less confusion and less stress.

Use the 5S (work\home\play) - The more you use it the easier it becomes and life just gets better and better.

The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S

The Good

What’s an example?

What’s an example?

What’s an example?Before After

What’s an example?

IMPLEMENTING “5S”“Implementation of 5S through PDCA cycle”

Organize the program committee (PLAN)

Develop a plan for each ‘S’ (PLAN)

Publicly announcement the start of the program

(DO)

Provide training & education to employees (DO)

Select a day & everybody cleanups his/ her

working area (DO)

Select a day & everybody organizes his/ her

workplace (DO)

Evaluate the results of 5S (CHECK)

Self-Examination & take corrected actions

(ACTION)

5S Workplace OrganizationLevels 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

Methods 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

Role of top management in 5 “S” implementation

• Play the role of mentor

• Initiate the 5S programme

• Provide resources

• Appreciate the efforts

Role of middle and line management in 5 “S” implantation

• Play the role of facilitator

• Take initiative in his area of work

• Train the people in 5S

• Give the feedback

Role of employees in 5 “S” implementation

• Participate actively.

• Give suggestions.

• Respect the opinion of others.

• Be a good team player, and

• Maintain discipline

Why 5S?

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First and foremost: Safety

Why 5S?

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Secondly it helps identify and eliminate waste:

Why 5S?

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Third, it is HIGH IMPACT & LOW COST

Why 5S?

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Fourth, it involves everyone in the organization

Why 5S?

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Last and most important – it is a key to Kaizen

If you can’t do 5S, you can’t do Lean! Kaanban! Kaizen!

Thank you

Presented By

Shihab