5 "S" Trainig pack

1. Excellence
Step 1: Sort (Seiri)
Step 2: Straighten (Seiton)
Step 3: Shine (Seiso)
Step 4: Standardize (Seiketsu)
Step 5: Sustain (Shitsuke)
Current situation
Operational excellence
5“S”roadmap

2. Excellence
5“S”Agenda
• The operational excellent company pag. 3
• Background and history pag. 4-5
• Introduction pag. 6-8
• Objectives pag. 9-14
• Some examples pag. 15-16
• 5 “S” steps: What and how implement pag. 17-19
 Step 1: Sort (Seiri) pag. 20-29
 Step 2: Straighten (Seiton) pag. 30-42
 Step 3: Shine (Seiso) pag. 43-51
 Step 4: Standardize (Seiketsu) pag. 52-62
 Step 5: Sustain (Shitsuke) pag. 63-73
• 5”S” color codes pag. 74

3. Excellence
Are these the requirements necessary to become operational excellent or it can be achieved only after becoming an
operational excellent company?
Are these the requirements necessary to become operational excellent or it can be achieved only after becoming an
operational excellent company?
Theoperationalexcellentcompany
• In an operational excellent company everything is placed where
needed, clear and ordered, all working stations are clean.

4. Excellence
• 5S, the brainchild of Hiroyuki Hirano from Japan, is widely considered as being the basis
for Continuous improvement as it is concerned with stability and standardization to
bring about improved safety, quality, reliability, delivery performance and cost control.
• Hiroyuki Hirano and Taiichi Ohno created the original “4S” concept of workplace
organization and visual control at Toyota during the early 1950’s
• The concept was further refined into “5S” during the 1960’s and 1970’s.
• U.S. manufacturers added a sixth “S” for “safety” during the 1990’s.
BackgroundandHistory

5. Excellence
BackgroundandHistory

6. Excellence
Introduction
• 5S is the starting point for improvement activities that ensure our company’s
survival.
• 5S is the single most critical component of Lean Manufacturing. All the lean
disciplines flow from 5S, and without a solid 5S foundation, all the lean
activities you implement will slowly go away.
• A program of 'industrial housekeeping', the 5S's are 5 Japanese words which
help to guide organizations to increased levels of cleanliness, organization, &
efficiency. The Japanese words are translated into various English
counterparts.
• Creates pride in the workplace
• 5S is a method to improve and sustain workplace organization

7. Excellence
5S represents 5 disciplines for maintaining a visual workplace (visual controls and
information systems).
These are mandatory to continuous improvement and a manufacturing strategy
based on "Lean Manufacturing" (waste removing) concepts.
Reduces the time it takes to look for tools and equipment
“A place for everything and everything in its place”
Improves how the operation appears to customers – always be “tour ready”
The 5S method can be used in a variety of settings, including manufacturing,
office, and laboratory.
Introduction

8. Excellence
• In the digital work space (E-mail programs, hard drives, network drives, etc.) the
idea is to have the folders and files well-organized and clear of duplicate and
unnecessary files.
• Wouldn’t it be nice if you could immediately go to the file that you needed without
searching through multiple directories, folders, and files (maybe you can – but you
wouldn’t be the average person)?
Introduction

9. Excellence
DEFECTS
Objectives:Zerodefects,zeroclaims
• A disordered working place can’t assure
accuracy
• Defectives parts should be Isolated,
otherwise there is the possibility to send
them to client

10. Excellence
DEFECTS
Objectives:Reducethesearchingtime(Efficiency)
• Time spent looking for something is a
waste, we have to Keep under 1 minute!
• Frequent breakdowns disturb Operators’
activities (unclean machinery are more
subjected to breakdowns)

11. Excellence
There is not
enough room!
Objectives:Minimalstock
• Excess product/process stock can be found in hidden places!

12. Excellence
Objectives:Maximumsavingofenergyandresources
• An oil leakage, also if small, can create a puddle

13. Excellence
Is ok like
this?
Defected!
OK NOK
Anexcellentworkingenvironmentproduces
excellence
• Everybody gives relevance to problems
also if relatively small
• Everybody worries about
defects, also if small

14. Excellence
• Clients’ plug
Only in a clean
environment you can
create quality products
This plant is
very clean
Anexcellentworkingenvironmentproducesexcellence

15. Excellence
15 15
Some real
examples
"Sure it's a mess, but I know exactly where everything is!"

16. Excellence
16
Some real examples
What about pride in the workplace?What about pride in the workplace?
"Sure it's a mess, but I know exactly where everything is!"

17. Excellence
1. Sort and eliminate
2. Straighten material
and work stations
4. Standardizing
3. Shine or Sweep
5. Sustaining the discipline
Tag
N°
Tag
N°
Tag
N°
The 5 “S”

18. Excellence
1
5
4
3
2
Sort and eliminate - Seiri
Straighten- Seiton
Unveil problems
through shining - Seiso
Standardize - Seiketsu
Sustain the discipline
- Shitzuke
Team management
Communication Boards
Thestepofthe5“S”method

19. Excellence
1. Identify waste during first inspection
2. Apply 5S tags on materials, tools, fixtures
3. Eliminate non necessary items
1
5
4
3
2
1. Classify items accordingly to the use frequency
2. Define the best position for every material, tool,…
3. Visual management and control
1. Clean and verify that the order of step 2 is respected,
if not raise a tag
2. PDCA on tags
3. Define new standards
1. Define order and cleaning standards
2. Create a check list to ease control
3. Improve visual management
1. Audits definition and planning
2. Continuous improvement focused on problems
3. Monitor audits score and fix challenging targets
Sort and eliminate - Seiri
Straighten- Seiton
Unveil problems
through sweeping - Seiso
Standardize - Seiketsu
Sustain the discipline
- Shitzuke
Thestepsofthe5“S”method

20. Excellence
Sort and eliminate
Step1:Sort(Seiri)

21. Excellence
 Separate necessary items form
superfluous one, eliminate
superfluous Ones
 Identify all needed
items/materials in the area
SUPERFLUOUS NECESSARY
 Remove all non identified
items/materials
 Keep in the area just what is
necessary
Step 1: Sort (Seiri)

22. Excellence
Identify waste during the first inspection:
• Keeping superfluous materials and items generates waste
 Shelves are full of non used/broken items
 Finding the right item it’s a quest
 …..
• How to spot superfluous items/materials
 Lower/ upper shelves are normally full of superfluous items/materials
 Floors: check all corners and less visible area
 Warehouse: old materials, components
 Outside: rusty materials, pallets/trolleys, old tools, fixtures, …
Sort:thefirstactivity

23. Excellence
Sort:thefirstactivity

24. Excellence
Sort:thefirstactivity

25. Excellence
Apply 5S tags on materials, tools, fixtures
• This is a method for identifying potentially unneeded items in plants, warehouse,
transactional areas, and unsafe conditions, and dealing with them appropriately. As
implied, red tags are used to identify items to be removed from the work area, under
evaluation.
• Each department or production area that participates in red-tagging should create a red-
tag register to manage the flow of red-tagged items within the department or local
production area.
The Red-Tags must be analyzed and
processed in 5-7 working days!
Sort:thesecondactivity

26. Excellence
Apply 5S tags on materials, tools, fixtures
• Tagging all materials in the defined area
 All items/ materials in the area
 to be positioned correctly
 to be eliminated
 to be adjusted/ maintained
must be tagged:
 All tags have the relevant information on the item:
 N°, description of the item, who raised it, date
 Every tag must be registered on the tag register:
 Solving all tags requires time and resources, we need a plan
 All tagged materials are stored in an area
 Maybe somebody needs that item! Do not throw it away!
Sort:thesecondactivity

27. Excellence
Apply 5S tags on materials, tools, fixtures
 5”S”Tags:
 On every tag:
 N°
 Item description
 Compiler
 Date
 The flow
Analyze items
in the area
Identify the
problem
Raise the tag filling it completely,
Attach to item and register it
Define a
countermeasure
Analyze and
solve the tag
Sort:thesecondactivity

28. Excellence
28
Red tagged, potentially unneeded items in the factory, warehouse, transactional areas, are
stored together in a red tag area
• Defined and carried-out
disposition of red-tag
equipment & materials
Sort:thesecondactivity

29. Excellence
Visual management and control
• All tagged material is stored in a definite area:
The group, for every tagged item/material, will decide what to do
 Eliminate
 Repair
 Re-position
 Stock
• At the end of step one all items/materials in the area are needed, all the rest has been
eliminated or stored where appropriate
Sort:thesecondactivity

30. Excellence
Step 2: Straighten (Seiton)
Set in Order material and work stations

31. Excellence
• Define the best position for
every item
• Order all items/materials in definite position to reduce to zero searching time
• Identify al positions
• Use visual management to
ease position identification
Step 2: Straighten (Seiton)

32. Excellence
• Straighten: Once Sort has occurred, this step ensures tools needed for a job
are in place and arranged so that they are easy to find, use, and put back.
• Why? It eliminates many types of waste in production and transactional
activities. Examples are waste of looking for a tool and motion waste.
Another important reason to Set-in-Order is that orderliness is the core of
standardization. The workplace must be orderly before standardization can
be implemented effectively.
• Visual controls: Devices used as you Set-in-Order to communicate the
standards for how work should be done. Make it obvious at a glance!
Order all items/materials in definite position to reduce to zero searching
time
Straighten

33. Excellence
Order all items/materials in
definite position to reduce to
zero searching time
Straighten

34. Excellence
Classify items accordingly to the use frequency :
Having selected the items/materials to keep:
• For every one of them we need to:
– Give a brief description (ie: screwdriver, …)
– Evaluate the frequency of use (low, medium, high – n° of touch per day/week)
– Create a list of all items/materials in the area with the relevant information:
» Frequency
» Weight (if needed)
» Description
Straighten: the first activity

35. Excellence
Define the best position for every material, tool, fixtures
• Specify the “rest” position for every item
– Define the more convenient position for every item
Frequently used items
Some tips:
• Position items where needed (close to
working station)
• Position items at a height between
shoulders and elbow
Straighten: the second activity

36. Excellence
Define the best position for every material, tool, fixtures
There are two methods to adopt:
• In case of a repetitive production:
– Product oriented “Tools kit”: all tools necessary for a definite product are grouped
together
• In case of a job order production:
– Application oriented “tools kit”: all tools with a similar application are positioned
together
Add the defined position for every item to the list done in step 1
Product oriented
Application oriented
Straighten: the second activity

37. Excellence
Visual management and control
All positions, materials and tools must be codified
• Define a code for the item
• Define a code for the area
• Define a code for the closets/shelves
• Define a code for the position
A0101a A0101b A0101c A0101d
A01 01a
Closet 01 Shelf 01 Position “a”
AREA AREA CODE
WR 01HM 01SD 01PL 01
Straighten: the third activity

38. Excellence
Visual management and control
• We don’t codify consumable materials and transportation tools, just the position
Tape Screw Bolts A Bolts B
Trolley
Straighten: the third activity

39. Excellence
Visual management and control
• The list defined in step 1 and updated in step 2 is then attached on the outside of the
closet/shelf
A0101a A0101b A0101c A0101d
A0101e A0101f A0101g A0101h
A0101i A0101l A0101m A0101n
At the end of step two all items/materials have a clear,
visible and identified position
At the end of step two all items/materials have a clear,
visible and identified position
Straighten: the third activity

40. Excellence
40
In action

41. Excellence
41
Before After

42. Excellence
42
Before After

43. Excellence
Sweeping or Shining
Step 3: Shine (Seiso)

44. Excellence
Clean and set in order all working area, unveil problems
 Clean the working station, tools and machinery included
 Identify trough cleaning all deviation from desired condition
 Register all safety issues, all sources of dirt, all area difficult to clean…
Step 3: Shine (Seiso)

45. Excellence
Clean and verify that the order of step 2 is respected, if not raise a tag:
• Clean with the correct tools:
 Cleaning overalls
 Gloves
 Brush and other tools
 Detergents
 Lamps
 Maintenance tools
 Tags
 Tape
• Verify that what was defined in step 2 is respected
• Take pictures before and after of the area
Shine: the first activity

46. Excellence
Some practical hints:
• 5 Minute Scrub / Shine– Quick & easy!
• Determine cleaning / inspection targets
• Assign cleaning / inspection jobs
• Determine cleaning / inspection methods
• Use Cleaning/Inspection Checklists
• "What cleaning/Inspection activities do I do now?
• Implement cleaning / inspection, using all your senses to detect abnormalities
(unusual vibrations, odors, etc.)
• Correct equipment problems by repairing all defects immediately or (if your team
can’t repair) making a formal request to the maintenance team/ equipment
supplier to schedule the repair.
• How can using all my senses find problems when I clean/inspect?
Shine: the first activity

47. Excellence
PDCA on tags
 All tags raised in the first activity have to be analyzed
 All tags are collected daily or weekly
 A team with defined responsibilities will take charge of the analysis of all tags
 A dedicated KPI will monitor tags’ metric
 Operators are fully involved in the PDCA cycle
 Repetitive tags will be analyzed trough the Problem solving, to identify the root
cause and avoid any re-occurrence
Shine: the second activity

48. Excellence
Define new standards
To avoid the re-occurrence of some tags we need to:
 Verify if there is already a standard
 If not:
 Define new standards
 Train people on new standards
 Implement new standards in the system
 If an applicable standard exist:
 Update the standards
 Train people on new standards application
Shine: the third activity

49. Excellence
Scrub
3S
Some suggestions
• Make it a habit! - Once daily cleaning and periodic major cleanups are a habit,
inspection is incorporated into the Scrub / Shine procedures.
• This turns "cleaning" into..."Cleaning/ Inspection."- Placing greater emphasis on
the maintenance of machines and office equipment.
BEFORE AFTER
Shine: to support all activities

50. Excellence
50
In Action

51. Excellence
51
Before After

52. Excellence
Step 4: Standardize (Seiketsu)

53. Excellence
• This means creating a consistent way to carry out tasks. Everyone does it the
same (documented) way. Make it a habit!
Why?
• Without Standardize, improvements made with the first three disciplines would
soon be lost as new employees are hired, people forget, etc. Standardize
ensures sort, straighten, and shine are maintained in their fully implemented
state.
Implementing:
 Done in two steps: Making It a Habit and Prevention
Making it a habit:
 Integrate-SIMPLIFY/SORT, SET IN ORDER and SCRUB/SHINE into regular work duties
 Everyone must know exactly what they are responsible for doing and exactly when,
where, and how to do it. 5S work must be brief, efficient, and habitual.
 Keep it simple (K.I.S.S.)
Standardize

54. Excellence
Define order and cleaning standards, implement visual management to ease
operations
Standardize

55. Excellence
Define order and cleaning standards, implement visual management to ease
operations
• Define all new cleaning and inspection standards
• Communicate new standards
• Assure respect and visibility of new standards
• Everybody is aware of all activities done and to be done
With the implementation and respect of standards, all problems will surface:
• We have other opportunities to improve the company performance by
analyzing and solving all deviations from standards.
Standardize

56. Excellence
Define order and cleaning standards
• We have to assure that all standards are respected:
• Defining, communicating and visualizing all standard
• Creating operational procedure to explain in detail how to respect standard
• Training resources
• Improving tools (OPLs, X-charts,…)
Standardize: the first activity

57. Excellence
Create a check list to ease control
• Every standard can be supported trough a check list:
• Is a great help for the operators
• Reminds all activities to be done
• Gives a sequence for the execution of the activities
• Gives a higher sense of responsibilities to operators
• Control and feedback is immediate
• …..is a STANDARD!
Standardize: the second activity

58. Excellence
Improve visual management
• The visual management is a methodology that implies very visible supports to
ease the communication between management and operator, and between
operators
• All visual supports help operators, managers, teams and experts in keeping
the process in control, and in reacting quickly to any deviation
Visual Standard
On Shop Floor
Visual Standard
On Shop Floor
Standardize: the third activity

59. Excellence
Tools/Activities to help Sustain:
• 5S Job Cycle Charts (known responsibilities)
• Visual 5S (makes status of 5S obvious at a glance)
• Five-Minute 5S (brief, efficient, habitual)
• Standardization Level Checklist (evaluation; audits)
• Prevention: (Taking it to the next level)
• Permanent standardization means making Sort, Straighten and Shine
procedures " permanent ", where it’s difficult or impossible to do a task
wrong.
• Preventive Sort procedures - find ways to prevent unneeded items from
accumulating in a workplace by keeping them from entering it!
How can I influence the culture of my work environment
to help "make it a habit"?
How can I influence the culture of my work environment
to help "make it a habit"?
Standardize: to support all activities

60. Excellence
Tools/Activities to help Sustain:
• Preventive Simplify / Set in Order procedures – Keep Set-in-Order from
breaking down by making it difficult or impossible to put things in the
wrong place.
• Use the 5 "Why“ approach
• Incorporation
• Elimination
• Preventive Scrub / Shine procedures - Treat problems at the source. Get
as close as you can to the problem.
• How can the 5Why tool be used to keep an area from getting dirty?
• How can visual 5S be used to help distinguish normal vs. abnormal?
Standardize: to support all activities

61. Excellence
61

62. Excellence
62
Before After
Before After

63. Excellence
Step 5: Sustain (Shitsuke)

64. Excellence
Support the continuous improvement
 Sustain means to make a habit of properly maintaining correct procedures over time. No
matter how well implemented the first four 5S are done, improvement gains will be lost and
5S doomed to failure without a commitment to sustain it!
 5S does not end at the conclusion of the 5S event. We must make 5S part of our work
"culture" and a thorough habit. Create conditions to help Sustain the commitment to 5S
activities.
 Why? Ask yourself, "In your life in general, "why do I commit to sustain a particular course
of action?" Usually, your decision is based on greater rewards for doing something than not
doing it. Similarly, the rewards of implementing the five pillars are greater for you than the
rewards if they are not!
Sustain

65. Excellence
Support the continuous improvement
Sustain

66. Excellence
Support the continuous improvement, in practice:
• Verify that standards are respected
• Point out anomalies and define countermeasures
• Standards’ continuous improvement
WARNING:
No automation can assure this!
It all depends on the
commitment of workers and
management`
WARNING:
No automation can assure this!
It all depends on the
commitment of workers and
management`
Sustain

67. Excellence
Audits definition and planning
• Define an audit system and procedure
• Plan audits to verify if all standards have been respected
Sustain: the first activity

68. Excellence
Continuous improvement focused on problems:
It is very useful to fix a “menu” of the month to focus, every month, on a defined
issue/subject, in example:
Superfluous objects elimination
Floor cleanness
Order and maintenance of tools and fixtures
Check list definition
Standard improvement
…..
All activities MUST be performed by line operators, otherwise the 5”S” is
not working
All activities MUST be performed by line operators, otherwise the 5”S” is
not working
Sustain: the second activity

69. Excellence
Monitor audits score and fix challenging targets
• All 5”S” area will be audited and challenged with a target, that will
• be increased every time it’ is reached, to push the company to the
• operational excellence
• Each step has to be fulfilled before passing to the next one
Sustain: the third activity

70. Excellence
Tools/activities to help Sustain:
• 5S Posters , 5S Photo Exhibits , Story boards
• 5S Newsletters , 5S Pocket Manuals
• 5S Events
• 5S Department Audits
• 5S Months
• Success Stories , etc. (What motivates? Be creative!)
• You may be able to think of a few you’ve already seen used!
• Am I willing to commit to 5S in order to reap the benefits?
How can I influence the culture of my work environment to help "make it a habit"?How can I influence the culture of my work environment to help "make it a habit"?
Sustain: to support all activities

71. Excellence
71
Sustain: to support all activities

72. Excellence
72

73. Excellence
73
Board example

74. Excellence
Hazardous, Flammable, Combustible, Special
Access Aisle (Do not block, must be clear
between striping at all times)
Doorways, Emergency Exits. Denotes machining
area (Non-operators must stay outside this perimeter)
Safety Equipment, First Aid, Safety Posters, Safety Notices, Fire Extinguishers, etc.
Quality Inspection Points, Quality Notices & Instructions, Gauging & Measurements, etc.
Repair Tools, TPM Materials, Machinery, Cleaning Material, Trash Bins, etc.
Defects of all types including scrap parts
Color codes: