Work based online learning

1. 5S
Techniques
Abstract
5S
helps
an
Employer
to
get
control
of
the
productive
space
within
a
business
as
well
as
help
eliminate
wastes
inherently
present
in
companies.
Making
all
productive
space
pay
its
way
is
critical
to
the
bottom
line
ensuring
that
profitability
is
maximised.
This,
in
turn,
allows
the
improved
turnover
and
profitability
to
attract
more
investment
into
the
business.
C o l e g
S i r
G a r
B e a c o n
C e n t r e
f o r
E n t e r p r i s e
0 1 5 5 4
7 4 8 3 4 4

2. 5S
-­‐
What
is
it
and
where
can
it
be
deployed?
Introduction
Simply
by
walking
through
a
workplace
it
can
be
immediately
identified
to
the
trained
eye
whether
the
work
environment
is
efficient,
effective
and
operating
to
its
optimum.
Deploying
5S
into
the
workplace
provides
the
‘trained
eyes’
down
to
the
lowest
level
so
that
the
efficiency
of
the
company
is
improved
from
the
bottom
up.
It
helps
eliminate
the
wastes
identified
in
the
Kaizen
module
by
natural
occurrence
as
fallout
from
the
5S
programme.
Sort,
set,
shine,
standardise
and
sustain
(5S)
has
been
around
for
several
decades
now
and
has
been
used
effectively
by
some
of
the
most
successful
industries
world-­‐wide.
5S
is
but
one
tool
in
the
armoury
of
Lean
Manufacturing;
however,
it
is
one
of
the
fundamental
elements
of
successful
deployment
of
Business
Improvement
Techniques.
The
programme
can
be
introduced
successfully
in
an
industrial
environment
as
well
as
an
administrative
or
clerical
business
as
inefficiencies
are
readily
identified
in
both.
What
is
it?
5S
is
a
systematic
approach
to
organising
a
workplace
whether
it
is
deployed
in
an
industrial
or
clerical
environment
is
equally
beneficial
to
both.
5S
goes
hand
in
hand
with
Kaizen
(subject
of
another
paper);
it
is
the
first
stage
of
setting
up
the
most
effective
process
that
permits
the
workplace
to
operate
more
effectively
and
efficiently.
How
can
it
help
the
employer?
5S
helps
an
Employer
to
get
control
of
the
productive
space
within
a
business
as
well
as
help
eliminate
wastes
inherently
present
in
companies.
Making
all
productive
space
pay
its
way
is
critical
to
the
bottom
line
ensuring
that
profitability
is
maximised.
This,
in
turn,
allows
the
improved
turnover
and
profitability
to
attract
more
investment
into
the
business.
1

3. How
can
it
help
the
employee?
To
maximise
the
effectiveness
of
5S
deployment
it
is
critical
that
employees
understand
and
supports
its
introduction
into
their
work
place.
From
this
aspect
it
can
sometimes
be
seen
as
a
threat
to
jobs,
whereas
in
reality
it
is
more
usually
the
opposite,
as
improving
efficiency
on
the
shop
floor
permits
the
reallocation
of
resources
or
introduction
of
new
work
from
diversification.
It
is
up
to
both
management
and
the
training
provider
to
afford
the
necessary
assurance
to
employees
that
efficiencies
do
not
necessarily
mean
redundancies.
What
is
involved
in
delivering
5S
in
the
workplace?
Delivering
5S
effectively
requires
the
whole
workforce
or,
at
a
bare
minimum,
a
significant
cross
section
of
employees
seeded
with
key
personnel
from
the
supervisory
level
within
a
company.
This
is
necessary
to
maximise
the
benefit
of
the
module
across
the
whole
company.
To
be
effective,
sufficient
personnel
need
to
be
trained
in
the
methods
employed
by
5S
so
that
centres
of
excellence
and
cooperation
are
identified,
where
good
ideas
can
be
shared
and
the
least
effective
discarded.
An
example
of
successful
deployment
of
5S
Success
is
evident
if
time
is
taken
to
look
at
mega
companies,
such
as
Toyota.
But
can
the
ideas
developed
in
the
1940s
and
moulded
by
these
mega
companies
be
modified
and
deployed
into
small
and
medium
businesses?
The
simple
answer
is
yes.
BIT
and
5S
have
been
deployed
successfully
in
companies
worldwide.
Certainly
the
process
needs
to
be
discussed
with
a
company
and
agreement
made
for
the
deployment
of
the
program.
Once
this
is
achieved
work
can
begin
to
create
a
bespoke
delivery
of
the
training
package
to
a
cooperative
company.
Timetables
for
the
delivery
of
the
training
and
scheduling
the
release
of
personnel
need
to
be
finalised
to
minimise
the
effect
of
the
package
as
far
as
practicable
on
the
business.
Its
effectiveness
will
soon
make
itself
felt,
employees
will
talk
about
it
and
comment
on
the
pros
and
cons
of
how
they
see
the
training
going.
Supervisory
staff
need
to
be
aware
of
this
and
provide
the
necessary
support
and
encouragement
when
necessary.
The
photographs
2

4. below
represent
what
can
be
done
in
a
very
short
period
of
time
to
maximise
the
use
of
a
space
to
generate
income
otherwise
lost.
Before
3
After
As
can
be
seen
here,
the
deployment
of
5S
permitted
an
area
full
of
scrap
and
waste
to
be
used
in
a
far
more
efficient
and
productive
way.
Here
the
method
has
been
adapted
and
used
in
a
heavy
steel
construction
area.
This
indicates
that
5S
is
adaptable
and
can
be
developed
and
used
across
many
and
varied
industrial
disciplines.
Waste
As
part
of
the
5S
process
when
‘Wastes’
are
identified
the
majority
of
items
are
usually
reused
or
redeployed,
again
providing
the
employer
with
a
resource

5. which
had
been
on
the
premises
and
dormant.
Inevitability
there
is
going
to
be
some
natural
wastage
but
through
the
right
recycling
processes
an
income
can
be
generated
from
this
also.
What
resources
are
required?
Initially,
it
is
necessary
to
allocate
time
in
the
form
of
man-­‐hours
to
the
training
of
personnel.
The
most
effective
way
to
do
this
is
to
assign
employees
into
classes
of
5
or
6
personnel
(maximum
8)
to
receive
training.
However,
this
is
repaid
in
the
form
of
project
work
within
the
module
that
initiates
the
5S
programme
within
the
business.
Subsidiary
resources
are
necessary
but
these
do
not
amount
to
a
large
investment.
A
classroom
/
office
space
with
seating
and
desk
space
for
students
along
with
projection
facilities
such
as
an
overhead
projector
or
TV.
A
number
of
businesses
sometimes
allocate
a
meeting
room
or
indeed,
on
occasion,
a
boardroom.
With
the
addition
of
pens,
paper
and
folders
that
is
generally
all
the
resources
necessary
for
the
delivery
of
5S.
The
only
additional
resource
would
depend
on
the
scope
of
the
projects
identified
by
the
companies
for
initiating
the
module
within
the
business.
This
can
vary
from
tins
of
paint
to
rewiring
and
installing
new
plant.
How
to
deliver
the
necessary
tools
When
delivering
any
lean
modules
in
to
a
business
there
are
a
number
of
golden
rules
that
need
to
be
applied.
If
these
are
not
followed
then
there
is
a
risk
of
alienating
some
employees.
• Business
improvement
Techniques
(BIT)
and
5S
in
particular
at
level
2
does
not
require
a
student
to
have
an
academic
background,
only
an
understanding
of
basic
numeracy
and
literacy.
This
means
care
must
be
taken
by
the
trainer
to
measure
his
/
her
delivery
to
accommodate
all
level
of
students,
not
to
do
this
could
effectively
alienate
them
from
the
training
process.
In
some
circumstances
candidates
may
have
real
reading
and
writing
difficulties
but
perform
excellently
in
the
work
place.
It
is
up
to
the
trainer
to
watch
out
for
such
circumstances
and
deliver
and
assist
the
student(s)
accordingly.
4

6. • Engage
students
from
the
outset;
use
their
ideas
and
knowledge
of
the
business
to
adapt
the
bare
course
material
to
their
workplace.
Essentially
creating
a
bespoke
module
that
they
will
not
only
understand
and
relate
to,
but
also
be
prepared
to
try.
Get
the
courses
to
take
ownership
of
the
process.
• Communicate
clearly
and
concisely
ensuring
course
material
links
5
directly
with
their
experiences
and
their
working
environment.
• Students
must
see
for
themselves
that
management
and
supervisory
staff
have
also
bought
in
to
the
programme
and
are
indeed
taking
an
active
part
and
interest
in
what
they
are
doing.
Without
this
aspect
employees
will
question
why
they
are
doing
the
training
and
ask
what
benefit,
if
any,
they
will
get
from
the
instruction.
• Training
resources
used
by
tutors
must
be
up
to
date,
easily
understood
and
delivered
at
the
appropriate
level
for
the
students
engaged
in
the
5S
programme.
Conclusion
Essentially
the
delivery
of
BIT
5S
is
a
cooperative
contract
between
the
employer,
employee
and
the
training
provider.
Without
the
necessary
cooperation
the
process
will
struggle
or
even
fail.
With
company
support
and
enthusiasm
to
deploy
the
process
success
will
follow
and
the
workforce
will
become
skilled
‘trained
eyes’
in
spotting
inefficiencies
and
waste
in
the
business.
This
can
only
be
seen
as
a
win
win
situation
for
both
the
employer
and
employee
alike
as
inefficiencies
are
eradicated.
5S
is
part
of
the
Workplace
Organisation
unit
in
the
NVQ
Diploma
in
Business
Improvement
Techniques
at
Level
2
and
3.