2. Objectives
2
The importance of 5S
5S Elements and 5S
Process
Put 5S into practices
Continuous Improvement
Culture
3. Nice Place?
3
There
is no second
chance to make the
second impressions
4. The History of 5S
4
5S traces it back to the 1950s
(Post WWII)
Originated in Automotive industry
(Toyota)
Developed out of necessity
Few and limited resources
Make every scrap count and waste
nothing
Made famous by Hiroyuki Hirano
5. What is 5S?
5
Principles taken from Japanese
philosophy
Effective WPO & Standardize Work
Procedures
K.I.S.S
Oriented towards waste elimination
(NVA)
Time, space, effort, material, etc
6. What is 5S?
6
Foundation for Continuous
Improvement
When 5S is achieved everywhere is
visually managed
Easy to distinguish normal and abnormal
condition at a glance
Involves employee participation
Team based activity
7. In Summary: What is 5S?
7
A method of creating a CLEAN and
ORDERLY workplace that exposes
WASTES and make
ABNORMALITIES immediately
VISIBLE
9. A Clean and Orderly Office….
9
Is more conducive
Is more organize
Is more productive
Is more safety
Is not a shame!
10. What are 5S?
10
Seiri – only what is necessary (sort)
Seiton – a place for everything (set)
Seiso – clean (shine)
Seiketsu – standardize
Shitsuke – sustain
11. 5S Practical Level
11
Level 1: Tidy Up First
Active 5S
Level 2: Making a Habit of 5S
Effective 5S
Level 3: Taking 5S to a Higher
Level
Preventive 5S (Why Still….?)
12. 2 Dimensions of 5S
12
Physical Psychological
(Appearance) (Cultural)
More than just a housekeeping activitie
14. 5 Steps Towards 5S
Implementation
14
Step 1: Team Preparation
Step 2: Involvement from top
management
Step 3: Gotong-royong
Step 4: Complete 5S
Step 5: Audit
15. Preparing the Team
15
Top management 5S Buy-In
Training & Tour
Get full management support
5S Steering Committee
Identify 5S leader and team and team
members
19. Preparation
20
Record present situation
before launching 5S activities
Pictures around your workplace
Useful for comparison purposes
Checkpoints
Position of each photos taken
Date all photos and use high
resolution color photos
20. 1S – Sort (Seiri)
21
Dictionary Definition
To put things in order (or
organize them) according to a
specific rule or principle
Industrial Definition
To distinguish between necessary
things and unnecessary things,
and getting rid of what you do not
need.
21. Do These Situations Look
Familiar?
22
Do you know what is where? What are they used for? When will they be used?
22. Our Workplace is Messy
23
48-hour Rule: If it is not going to be used in the work area within 48 hours, it does not
belong there.
23. Do You Throw These Things
Away?
24
It works!
It has a value!
Not necessary
now, but maybe It’s still new!
in the future It’s usable!
It looks nice!
24. Red Tag Tactic – Visual Cleaning
Up
25
Vital clearing up technique
Too much inventory, obsolete, damaged
Have been there more than 48 hours
Anything out of its place
As soon as unnecessary item is
identified
Marked with a red tag
Visible for anybody to see what need to be
eliminated or moved
Use of red tag is 5S survival have a tag!
Everything that moves should
26. Procedures to Implement Red
Tag
27
1. STARTING POINT
Participants – Management & Workers, EHS Key Point – Ensure workers never hide
Period – 1 to 2 months unnecessary items
2. DISTINGUISHING RED TAG ITEMS
Stock – Office Materials, Pantries, Parts Spaces – Floor, Shelves, Storage, Columns,
Facilities – Machines, Furniture, Toilet
3. FIXING RED TAG STANDARDS
Clarify standards for unnecessary items: e.g. “NO TAG” for items to be used within the next
month. “TAG ON” for items not to be used within the next month.
27. Procedures to Implement Red
Tag
28
4. PRODUCTION OF RED TAGS
It’s important that everybody can see them at a A4 size red paper
glance Include name of items, quantity, reasons, etc.
5. ATTACHING TAGS
Don’t let people directly concerned attach them Attach tags to any doubtful items!
Listen to no excuse (be strict about it!) The no. of tags indicates efficiency
6. DEALING WITH RED TAG ITEMS & EVALUATION
Stock – List unnecessary stock, by dividing into Equipment – Move or eject any items which
dead or sleeping stocks hinder the implementation of 5S activities
28. What do we attach Red Tag to?
29
Anything that is not needed
Stock, part or supply
Forms, Samples
Documents
File, cabinets, memos, reports, board,
stationeries
Machine, furniture or equipment
Copy/fax machine, shredder, flower pots, desk,
chairs
But never red tag people, even if you are
tempted to
Everything that moves should have a tag!
29. Where: Examples of Places
30
Along walls, partitions, corners & columns
In designated room, mezzanines or staircase
On top of all flat surfaces
Under desks or workbenches
Inside storage cabinets
Any stack or pile
Information board or schedule board
Tool boxes
No Man’s Land: Land or area that is unowned, uninhabited, or undesirable.
30. Standards for Red Tag
31
People common and natural reactions
It’s wasteful to throw things away
I spent so much time to make these things
We might need it later
How to decide on clear standards
What is really needed?
How much is really needed?
What is not needed?
31. Examples of Standard – Pattern
A
32
Now
1 Month 2 Months
Needed Not Needed = Red Tage
32. Examples of Standard – Pattern
B
33
Now
1 Week 2 Weeks
Needed Not Needed = Red Tage
34. Examples of Standard – Pattern
D
35
No 5S Tag 5S Tag C
Used at least once every 2 days Used once a year or less frequently
Do not remove from its place of Consider storing it outside or
use
moving it off-site
5S Tag A
Use about once a week 5S Tag D
Remove it from direct work area No longer needed
but store it close Remove: sell, scrap, return, donate
5S Tag B
Used once a month
Store it somewhere accessible
in the facility
36. Red Tag Example
37
Red – to make the tag stand out &
draw attention to office “grime”
To remind people of safety
considerations
Any material can serve this purpose
as long as it is striking
37. Attaching Red Tags
38
“Shouldn’t workers at the
workplace attach them?
NO! Get 2nd person viewpoint
Someone other than the place
owner
Put tag on any doubtful items
38. Attaching Red Tags
39
Checkpoints
Person responsible
Manager or members of staff not directly
responsible for that workstation
Attachment period
1 or 2 days if necessary (max. 1 week)
Attitude
Employees will believe everything is
necessary
Look at situation with a very critical attitude
Be a red tag demon
39. Action & Evaluation
40
Clarify WHY red tag
have been attached DEFECTIVE ITEMS
Decide what appropriate Eliminat
e
action to take DEAD/OBSOLETE
STOCK
Tagged stock/supply TAGGED
SUPPLY/STOCK
Equipment SLEEPING/SLOW
Move to tagged item
MOVING STOCK storage area
Eliminate anything which
interferes with
LEFTOVER Distinguish between
improvement activities MATERIAL
(WRITTEN OFF un- & necessary &
ALREADY) disposition plan
40. Let’s Go Out And Play
41
30min Exercise
Designate Red Tag Area
for each team
Bring the Red Tags with
you
Take pictures of each items
or place tagged
Compile the List
Pile them up
41. 2S – Set/Organize (Seiton)
42
Dictionary Definition
Establishing a neat layout
so that you can always get
just as much of what you
need when you need it.
Industrial Definition
It is a way of eliminating
search.
42. Where Do We Need to Organize?
44
Rack & Shelves
Cabinets
Storage Bins
Scan & Save
43. Cleaning Before Organizing
45
Get the dirt off
Organizing means
standardization, but
standardization cannot start
until everything is clean
Eliminate unnecessary items
first
Clean every dirty places and empty
spaces from which unnecessary items
have been removed
46. What Do We Search In An
Office?
48
Files, Documents & Forms
Building, Level, Department, Desk &
Person
Rooms – Meeting, Store, Toilet,
Cafeteria (Pantry), Lobby
Power Source, Switches, LAN, Aircon
& Lighting
Error proof the guide so that anyone can move around with less assistance
47. How Long Can You Wait?
49
When you ask someone to
bring a hammer, how long
can you wait without getting
mad?
How long is your Patience?
5 min
2 min
5 sec
48. How Long Can You Wait?
50
What about searching file inside PC?
49. Storage Proximity – Reducing
Buffer
51
If item is used several times a day
Store “in the workstation” if possible.
If item is used at least once every 2 days
Store in the work area.
If the item is used about once a week
Store close to the work area.
If item is used once a month
Store somewhere accessible in the facility.
Don’t be a Squirrel Warehouse
50. Creating Address Grid (Zone
Map)
52
Does your office have a
proper address grid?
Every equipment, cubicle
and every storage place
needs its own address
Whatto look for
Where to look for
51. Drawing Floor Lines
53
Draw line to delineate workplace
into sections
Each section denotes separate
responsibility (accountability)
Draw line to mark location, space
or position
Draw line to regulate traffic
Flow
Exit & entrance
52. Implement a Signboard & Label
54
Part of visual
organization strategy
Signor label should be
large and clear
Major signboard should be
visible from entrance
Dept Section
Floor
Unit Name Tag
53. 3 Keys to Organizing
55
Organizing is a form of
standardization
To organize is to standardize 3 KEYS
storage Where?
Fix
Position
Can See What? Fix Items
Anybody Can Take How Fix
Immediately Out many? Quantity
Can
Return
Standardizatio
n
54. 3 Keys – Basic Rules for
Storage/Label
56
Remember – WHERE? WHAT?
HOW MANY?
Do labeling that anybody can
understand these questions
Where?
Fix Position (indication of place)
What?
Fix Items (identification) Labeling
Strategy
How Many?
Fix Quantity (indication of amount)
55. Labeling Strategy
57
District ID
Where?
Sub District ID
Shelf ID
Stock/Supply What?
Item ID
Labeling Strategy ID of Min Qty
(Visual How Many?
Organization)
ID of Max Qty
Equipment/
Identification
Workstation
61. Let’s Go Out and Play
63
30min
Create an efficient
layout and less
search storage
system
Map
Label
Kanban
62. 3S – Shine/Sweep (Seiso)
64
Definition
Eliminating trash, filth,
and foreign matters
for a cleaner
workplace. Cleaning
as a form of
inspection.
64. Order of Cleaning
66
Decide what to clean
Decide who is in
charge of each
cleaning task
Decide on cleaning
methods
Prepare cleaning
tools and equipment
Implement cleaning
Treat office properties as family treasures
66. Cleaning Responsibility
68
Draw up a cleaning
responsibility map
Divide into small areas
Create a cleaning
schedule
Duty roaster
Clearly display the map
and the schedule
67. Cleaning Methods
69
Decide how cleaning
should be done
Identify tools needed
Identify locations to be
cleaned
Identify cleaning
procedures
68. Let’s Go Out and Play
70
15min
Take one area and
think of all the
cleaning needs
Develop your duty
roster
Develop your cleaning
methods
69. 4S – Standardize (Seiketsu)
71
Definition
Keeping things organized (seiri), neat
(seiton) and clean (seiso), even in
personal and environment aspect
A tidy workplace at all times
Institutionalizing everything that
was implemented
The first 3S
Everyone follow the best practices the
best way
Define best practices?
70. Check Unnecessary Items First
72
No unnecessary
items remaining
after application of CHECKLIST FOR UNNECESSARY ITEMS AT THE DEPT
WORKPLACE CHECKER DATE
red tag tactic NO. CHECKPOINTS
YES
CHECK
NO
ACTION
(INC. DATELINE)
1 Are there any unused items in storage?
List items for scrap2
3
Is there anything in the aisles which is not in use?
Are there any unnecessary equipments?
Are there any unnecessary items on or above the
4
shelves or cabinets?
Are there any unnecessary items around or under
5
the equipments or furnitures?
6
7
8
9
10
71. Check Storage (Set in Order)
73
Are all items properly
organized? DEPT
WORKPLACE CHECKLIST
CHECKER DATE
CHECK ACTION
NO. CHECKPOINTS
YES NO (INC. DATELINE)
1 Is storage of supplies fully organized?
Have the 3 keys been applied to the storage of
2
supplies?
Have more than 80% of floor lines location been
3
drawn?
Are there any unnecessary items on or above the
4
shelves or cabinets?
5 Do supplies have an open storage system?
6 Van all stored items be seen at a glance?
7
8
9
10
72. Check for Dust & Dirt
74
Running a finger
along a certain
location can show just DUST FREE/DIRT FREE CHECKLIST
DEPT
CHECKER DATE
how clean the NO. CHECKPOINTS
YES
CHECK
NO
ACTION
(INC. DATELINE)
Are the items and shelves in storage/workplace is
workplace is 1
2
free of dust?
Are supplies and shelves free of dust?
3 Are workplace free from dirt and dust?
Is the are around the workplace free from dirt and
4
dust?
5 Are all the aisles and floors clean?
6 Has a clean strategy been implemented?
7
8
9
10
73. Let’s Come Out and Play
75
20min
Use Google to search
for checklist and
develop your own:
Unnecessary checklist
Organize checklist
Cleaning checklist
74. 5S – Sustain (Shitsuke)
76
Doing the right thing
as a matter of
course
76. Visual Control
78
Visual Control
Build competitive
environment
DEPT
VISUAL CONTROL CHECKLIST
Welcomes
CHECKER DATE
CHECK ACTION
NO. CHECKPOINTS
YES NO (INC. DATELINE)
constructive 1
2
Are the 3 keys in operation in storage area?
Can you distinguish unnecessary items in the
office at a glance?
criticism 3
4
Are all the lines work effectively?
Is the color of the line correct?
5 Is the office cleaned?
Look at a glance 6
7
Is everybody sticking to the rules?
8
9
10
77. 5S Photo Display (Exhibition of
Success)
79
Photos of before and
after
High traffic area
Communicate to
everybody
Keep display for
some time
The office must have changed a lot since last taken picture.
78. 5S Slogan
80
Get everybody to
participate in 5s
Make everybody submit
at least one idea
Select the best slogan
Put slogans on display
(high traffic)
Change slogans frequently
79. Radar Chart
81
Full evaluation of the
effectiveness of 5S
Results posted with prizes
Incentive for CI
Separate checklist can be
developed for different
types of workplace
Office, Receptionist,
Storage Room
Develop first, improve later
Checklist 1 Checklist 2
80. Making A Habit Of 5S
82
5S boards & checklist are
valuable records of
improvement
Now you should have a clean
office
This is just a start of 5S journey
Don’t become complacent
Is it possible to keep it that
way?
Strive to make 5S habitual
81. Habitual 1S
83
Continuously apply red tag tactic
Monthly red tag patrol team
Red tag on unnecessary
stock/inventory
Controlling quantity for
inbox/outbox
82. Monthly Red Tag Tactic
84
Inspection tour to ensure disposal
of unnecessary items
Cross-functional team
Visit
every area
Inspection results are announced
83. Red Tag On Stock/Inventory
85
Controlling the quantity
purchased/store
Reduce the quantity per order
Start with more than one month
Increase the number of deliveries of
supply (stagger)
Min-Max level should be visible at a
glance
84. Controlling Quantity for Inbox/Outbox
86
Reduce work discontinuity between
functions
Regularly reduce the quantity
Transit
in smaller batch
Improve processing time
FIFO & GreenLane-RedLane
85. Habitual 2S
87
Make it easy to use, return
and arrange things
Oblique reference lines
Shadow board
Placement mark
Color coding
Creating working flow
87. Shadow Board
89
See at a glance any
disorder from a distance
Color code
88. Placement Mark
90
Outline the shape and
position of equipment,
furniture, dustbin, flower pots,
ashtray, etc
Put names on placement even
nothing is present
Remember the 3 Keys
89. Organize by Color Coding
91
Avoid mistake by color
coding
Divide items by group
AP, AR, PO, DO
Assign each group a color
90. Get the Work to Flow
92
Make work flow seamlessly
between function
Setup suitable layout
Effective and efficient work
Reduce T.A.T
Reduce Work-In-Progress
(WIP)
91. Habitual 3S
93
Making cleaning and checking
habitual
Checking as part of cleaning
Procedures for Clean & Check
Deciding what to Clean & Check
Deciding responsibility to Clean & Check
Deciding on Clean & Check procedures
Implementation of Clean & Check
92. Checking As Part of Cleaning
94
No time to clean & check
separately
Cleaning should include
checking
Point out checking point
93. Procedures for Clean & Check
95
Aim to achieve zero failure, zero error and zero
stoppages
Step 1: Decide what to clean
What & where
Step 2: Decide responsibility
Do not allow no-man’s land
Step 3: Decide how to clean & check
Which points & in what order
Step 4: Implement cleaning & checking
Step 5: Implement cleaning and maintenance
Simple autonomous maintenance
95. Implementation of Cleaning &
Checking
97
Display the Clean & Check List near
workstation/work area
Implement the schedule
Check and confirm at each point to be
cleaned and checked
96. Habit 4S
98
Maintaining a spotless workplace
Is there a standard for the elimination of
unnecessary items?
Can order be restored quickly?
Is the dirt cleaned up immediately?
Are the first 3S is being practiced fully?
97. Standards to Eliminate Unnecessary
Items
99
Establish standards to make eliminate
clutter from your immediate
surroundings
How long are items kept surrounding by
Red tag and remove ASAP
98. Can Order be Restored Quickly?
100
What happens if any items lying
around and not returned after use?
Is 3 Keys working?
Does manager regularly patrol the
workplace?
Is proper storage taken seriously?
Be strict “on the spot” about a messy
workplace
99. Is Dirt Clean Up Immediately?
101
Is the workplace is ever left dirty?
Cleaning area defined?
Responsibility fixed?
Daily cleaning schedule?
Has inspection patrol team set up?
Are frank opinions and advice freely
exchange?
100. Are the First 3S Practiced Fully?
102
To what extend the first 3S become
habitual?
Do you have a standard? Do you follow you
standard?
Can you detect messy and disarray at a
glance? Is it taken care of immediately?
Is environment kept so clean and dirt
noticeable? Is there regular checking
schedule?
Do what you say and say what you do
101. Habitual 5S
103
Has 5S become a habit and taken
root?
Rewarding the right behavior
Give constructive behavior
Focus improvement
Radar Chart
102. Rewarding the Right Behavior
104
Suggestion System
Participation & Desire
Contest or Quiz
Build knowledge
Penalizing the Wrong Behavior
103. Giving Constructive Criticism
105
Constructive criticism is a sign of
commitment
Boss who fail to provide constructive
criticism is a failure manager
Leaders should also be ready to
accept criticism
104. Focus Improvement
106
Whenever there is a sign of
disorder or failure
Do you react immediately?
Is corrective action identified?
Is the actions effective?
105. Habitual 5S Radar Chart
107
Have you succeeded in doing that yet?
Cleaning up after unnecessary items appear
Cleaning up so that unnecessary items don’t appear
Organizing after things become disordered
Organizing so that things never get disordered
Cleaning after things get dirty
Cleaning so that things won’t get dirty
Standardizing to avoid mess
Standardizing so that mess becomes impossible
Compulsory 5S
Quick implementation of improvement
108. 6S Terminology
110
Sort When in doubt, move it out
Set In Order A place for everything and everything in its
Shine place
Standardize To clean and inspect
Sustain Make up the rules and follow them
Safety Make it part of everyday life
No job is so important that we can not stop to
do it safely
114. Safety
116
Create a safe place to work.
Safety is priority #1.
Prevent accidents and injuries while
enhancing safety consciousness.
Safety and quality go hand-in-hand.
Safety improves as the other S’s are
established.
