5S: Five Keys for High Workplace Productivity

© Operational Excellence Consulting. All rights reserved.
Sort
Set In Order
Shine
Standardize
Sustain
5S - Five
Disciplines
for High
Workplace
Productivity

© Operational Excellence Consulting. All rights reserved. 4
Outline
• Introduction to 5S
• 5S Provides a Solid
Foundation to Lean
Implementation
• Types of Waste in the
Workplace
• What is 5S?
• Benefits of 5S
• 5S Principles - Step By Step
• How to Conduct a Red
Tagging Exercise
• Creating a Visual Workplace
• Applying 5S to:
Safety
Quality
Equipment Reliability
Productivity
• 5S in the Office
• How to Implement 5S
• How to Sustain 5S
• 5S Audit System
• Supporting Lean Tools for 5S
• Critical Success Factors
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5S and Kaizen
Standardize
Standardize
StandardizeKaizen
Kaizen
Kaizen
P
DC
A
Kaizen (改善) =
Continuous Improvement
Plan
DoCheck
Act

5S Integration with Corporate
Initiatives
Business Excellence
Initiatives
Safety
SSS
5S TPM
TQM
others
JITThis document is a partial preview. Full document download can be found on Flevy:

Benefits of 5S
• 5S makes our workplace more
pleasant
• 5S improves work efficiency
• 5S and safety go hand-in-hand
• 5S leads to better customer
satisfaction and higher
productivityThis document is a partial preview. Full document download can be found on Flevy:

1S : Sort
• The first step in 5S is to
get rid of what we do
not need
• Go through all the tools,
equipment, materials,
etc. in the plant and
work areas
Keep only essential items
Everything else is stored
away or discarded

1S : Sort
Degree of
Need
Frequency of Use Storage Method
Low • Things you have not used in
the past year
• Things you have used once in
the last 6-12 months
• Throw them out
• Store at a distance
Medium • Things you have only used
between 1-6 months
• Store in a central
place in the workplace
High • Things used once a week
• Things used daily
• Things used hourly
• Store near the work
site or carry on the
person

2S : Set In Order
• Set In Order is about locating and placing items
in an organization. It determines the rate at
which things can be located or placed.
Test: Can you find an item in less than 30 seconds?
• Set In Order emphasizes on:
Functional placement of parts, tools and materials
Clearly designated names and places
Easy-to-read notice boards
Quick and easy retrieval of documents, parts and tools

2S : Set In Order - Check Sheet
Equipment
• Machines
• Small tools
• Dies
• Jigs
• Bits
• Conveyance equipment
• Cleaning equipment
Furniture
• Cabinets
• Benches, tables
• Chairs
• Carts
• Shelves
• Racks
Materials
• Raw material
• Supplies
• Parts
• Work-in-process
• Finished goods
• Shipping materials
• Cleaning supplies
Other items
• Charts, graphs, bulletin boards
• Pens, pencils
• Work clothes
• Helmets
• Work shoes
• Trash cans

2S : Set In Order - Examples

3-Step Approach to Cleaning
Common areas, walls, ceilings, lights,
storage areas, toilets, “junk yards”,
shelves, filing cabinets, etc.
Individual workstations, chairs, drawers,
computers, cabinets, shelves, etc. Clear
away things underneath your table!
Measuring instruments, e.g. micrometer,
gauges, vernier calipers, contact
surfaces, etc.
Macro
Individual
Micro

3S : Shine - Check Sheet
• Ceilings
• Aisles
• Workstations
• Corners, under
equipment
• Loading docks
• Walls
• Doors
• Pillars, posts
• Floors
• Machines
• Conveyance equipment
• Plumbing, sinks
• Cabinets, shelves, racks
• Carts, Racks
• Drawers, storage bins
• Fixtures, power boxes

4S : Standardize – Practice Tips
• Define work instructions
and procedures
• Define standards by
which personnel must
maintain and measure the
first 3S's
• Make standards to detect
abnormality

Foundations of Standardized Work
Simplify the Work Site

5S : Sustain
• Principle
Habit formation
Disciplined workplace
• Meaning
Training
‘Before’ and ‘after’ photos
Daily 5S five-minute activities
Self-discipline

How to Sustain 5S? 2
• Get everyone involved
5S is not the responsibility of a
concerned few
All levels of management
should take part in decision
making required to ensure 5S
implementation
Incorporate 5S as part of the
organization’s Small Group
Activities
5S
Continuous
Improvement
Teams
Suggestion
System

• Do it all the way
Carry out proper red tag campaigns
Use correct red-tagging formats and procedures
Use signboards for establishing orderliness
Ensure signboards have proper format, descriptions
and locations
Prepare your organization’s own 5S Manual, complete
with all the necessary procedures, forms and
templates

• Use 5S as a platform to launch other continuous
improvement programs/initiatives
Do not stop with 5S – follow through with other
Continuous Improvement programs/initiatives, e.g.
Zero Defects, Cost Reduction, Productivity
Improvement, Lean, etc.
Continue to look for all types of waste and eliminate
themThis document is a partial preview. Full document download can be found on Flevy:

How To Conduct A Red Tag
Sort Event
2

How to Conduct a Red Tag Sort Event:
Starting the 5S Sort 2
• If there is any doubt that something is used ask the
employee who works in the area to find out if an item is
needed
• Some employees will be resistant and want to keep
items not needed. When this happens management
must step in to remove the item and avoid conflict.
• During the sort event look for any obvious safety issues
and resolve them immediately. You may find frayed wires
or leaking equipment that was covered up.
At the end of the sort event each workstation should only contain a small
amount of work-in-progress and the tools and supplies needed to do the work.

Creating a Visual Workplace
3

Everyday Visual Controls

Andon
• A visual control device in
a production area
Typically a lighted
overhead display
Gives the current status of
the production system
Alerts team members to
emerging problems
• Serves as warning
system to signal and
identify problems in the
process
#1 #2 #3 #4
ANDON BOARD

5S Visibility Tools – Example
Process Costs
Product Profitability
100%
Revenue
Rework
On TimeCycle Time Reduction WIP Backlog
Internal Quality

Examples of Poka Yoke (Error-Proofing)

5S and Safety 1
• Wear protective clothes,
goggles and shoes in the lab
• Install protective covers on
equipment and machines
• Label warning signs
prominently
High voltage, Radiation,
Slippery/Wet floor, etc.
‘Under Test – Do Not Switch
Off’

5S and Safety 4
• Install mirrors at corners
• Install safety devices to
prevent accidents
Emergency stops
Interlocking pneumatic
devices
• Switch off
equipment/machine that
is not in use

5S and Safety 7
• Plan and hold fire drills at
least once a year
• Display floor plan and
indicate evacuation route
clearly
• Make available contact
numbers of key staff in
cases of fire or other
emergencies

5S and Quality 3
• Design forms and templates
that are clear and in logical
work order
• Use the latest versions of
standards and forms
Do not store downloaded forms
in your computer!
• Seek appropriate approvals
for deviations to the Quality
Manual or Standards

5S and Equipment Maintenance 2
• Set up a master
calibration schedule for
all equipment/machines
Update the list regularly
• Do not use equipment
that have not been
calibrated or past its
calibration date

5S and Productivity 1
• Use jigs and fixtures
• Follow the production
schedule
• Reduce/Eliminate waste
Eight types of waste

5S for the Office
5

Chairs
• Place your chair under
the desk when you
leave the office
• Clean your chair using
a brush or towel
regularly
• Fix your chair when it is
unstable or noisy

Office Machines 1
• Set electrical wirings
neatly for safety and good
appearance
• Place expendable papers
neatly at designated
locations by type and size
• Clean notebooks,
computers, copier
machines, etc. regularly
with soft detergent

Whiteboards
• Remove and discard
outdated notices or
posters on whiteboards
• Check markers for
replenishment
• Clean whiteboards
completely after use for
the next user
• Clean erasers from time
to time for good function

Conference/Training Rooms 2
• Do not scribble on tables and walls
• Do not eat or drink in the rooms
• Switch off lights and power points after use
• Be punctual for meetings or training sessions

Book Shelves 2
• Keep book shelves clean
and tidy for good
appearance
• Do not place anything
other than books in book
shelves

Lunch Room / Canteen
• Replace chairs under dining tables after use
• Return tables and chairs to their original
locations when relocated for meetings or
functions after use
• Do not leave unnecessary things on dining
tables
• Put all cups and plates away right after each
meal
• Clean up tables immediately after meals

Toilets 1
• Flush WC after use
• Wash your hands after visiting the toilet
• Clean up toilets and wash basins at least once a
day
• Replenish toilet paper rolls, soaps and paper
towels at least once a dayThis document is a partial preview. Full document download can be found on Flevy:

1. One-page Emails
• Limit all emails to one page
Write from the reader’s perspective
Limit distribution
Do not copy to others unnecessarily

4. One-day Processing
• Institute same-day processing. This will
dramatically reduce the amount of work held
over.
Reduce processing time. Reduce the number of
sections that have to see things and the number of
people who have to sign.

5S : Getting Started 1
• 5S publicity materials
Booklets, badges, brochures, cups,
pens, etc.
• 5S training and education
Provide 5S training to managers
and staff
5S pamphlets
• 5S notice boards/intranet
5S news
‘Before’ and ‘After’ photos

5S Launch Day in a Company
Getting rid of things that are not needed

Supporting Lean Tools for 5S
D
D
D
E
AAA
AA
B
B
A
A
A
A
AA
F
FGG
OFFICE
C
2
1
3
5
7
9
11
4
6
8
10
12
13
14
15
16
17
18
19
20
21
22
23
24
25
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27
28
29
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31
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36
33
34
3537
38
39
40
41
42
43
44
45
46
47
49
51
48
50
X Transport using truck or man
Inventory or buffer stocks
Value adding processX
X
Machining (10)
Drilling (20) Welding (28) Assembly (34)
Packaging(44)
4. Spaghetti Diagram
3.7
2.71.9
2.2
4.4
0
1
2
3
4
5
Sort
Set In Order
ShineStandardize
Sustain
6. Performance Chart
5. Radar Chart
Complaints
10
5
0
On-time Ship %
100%
50%
0%

Summary

5S – Five Disciplines for High
Workplace Productivity

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