5S Housekeeping Standard

Prepared By: Muhammad Aleem Habib
5S: HOUSEKEEPING STANDARDS
From Theory to Practice
Muhammad Aleem Habib
BS, MS, MBA, PMP

Introduction
• 5S is a workplace organization method that uses a list of five Japanese
words.
• It was translated into English words that all star ted with letter “S”.
• 5S represents 5 disciplines for maintaining a visual workplace.

WHAT IS A VISUALWORKPLACE?

Visual Workplace
• “A visual workplace is a work environment that is self-ordering, self-explaining,
self-regulating and self-improving – where what is supposed to happen does
happen, on time, every time, because of visual solutions.”

1. Seiri
(Sorting Out)
2. Seiton
(Systematic
Arrangement)
3. Seiso
(Spic and Span)
4. Seiketsu
(Standardizing)
5. Shitsuke
(Self-discipline)
5S

OVERVIEW OF 5S

1st S: SEIRI – Sort Out Clutter
“Separate needed from unneeded items and
discard the unneeded!”

1st S: SEIRI - Sort Out Clutter
• Remove unnecessary clutter
• Decide what you need and what you want!

Needs
• All items needed for effective functioning of a workplace
are needs.
• They should be present in the right quantities and
should not exceed requirements.

Needs: Examples
• 2 or 3 Pens in working condition
• 1 stapler
• 1 or 2 paperweights
• 1 ashtray etc.

Wants
• Often stored with the thought that they may be needed in the
future, but they are never actually used.
• If wants are removed from an office, one will not feel their
absence.

Wants: Examples
• Twenty pens stored in a drawer when only two are required!
• Old magazines stored with the idea that they may be required in future
• A number of pens stored in a pen stand, most of which do not write
• 3 or 4 staplers etc.

Rules for Determining Needs and Wants
• A typical rule is, All items that have gone unused for more than a year will be
considered “wants” and will be removed from the workplace.
• Sort needed items into the following categories:
• Items that are needed regularly
• Items that are only needed once every few months or once or twice a year

No. Item
Needed Regularly Needed but not Regularly
Needed
daily
Needed
weekly
Needed
monthly
Needed
quarterly
Needed
semiannuall
y
Needed
yearly
1
Desk Calendar X
2
Complaints File X
3
Attendance Register X
4
Paid Utility Bills X
5
Employees Handbook X
6
Leaves Record File X

The Six Months-Test
• If an item in your workplace is not used for six months, in all likelihood it is a
want.
Note: This does not include documents required to meet statutory or regulatory
requirements.

Sorting: The 5 Buckets Action Plan!
• Bucket 1: Items needed regularly
• Attendance Register, Complaint Files
• Bucket 2 : Items needed but not regularly
• Rule books, Leave Records
• Bucket 3 : Items needed but not in such large quantities
• Pens, Pencils, Files, Folders
• Bucket 4: Items wanted but not needed
• CDs, Diskettes, Scanner, CD Writers, Used Tapes
• Bucket 5: Items for disposal
• Old Magazines/Newsletters, Telephone Directories, Calendars

No. Item
Bucket 1
Needed
Regularly
Bucket 2
Needed but
not regularly
Bucket 3
Not Needed in
Such large
quantities
Bucket 4
Wanted
Not Needed
Bucket 5
For
Disposal
1 Tax Returns file X
2 Checks Returned file X
3 Credit Card payment file X
4 Purchase file X
5 Complaint file X
6 Old telephone directory X
7
Envelopes,more than the
required quantity
X
8
CDs / Floppies / Outdated
Software DVDs
X

Red Tag Technique
• Give staff red labels
• Ask staff to go through every item in bucket 4 & 5 & red tag it.
• Store items in the red tag area
RED
TAG

What Are Red Tags?
• Red tags are self-adhesive labels used to identify items that are not needed in
the workplace and items to be thrown away.
• Red tags have two sections:
1. One section goes on the target item and
2. Other section goes in the red tag register
RED
TAG

Red Tags
Red:Tag----5S
No.:RT009
What
Where
Who
When
Why
How
Red:Tag----5S
No.:RT009
What
Where
Who
When
Why
How
Register Copy Target Item Copy (item to be
removed from the workplace)

What Is the Red Tag Register?
• The red tag register is used to keep track of the items that have to be removed
from the workplace or disposed of.
• Each red tag should have a unique number to facilitate tracking.

Red Tag
No. What Where
Who is
responsible
for taking
action Why When How.
RT001 Dot matrix printer
no. cpc0456
Cubicle S3.
Head office 7th
floor (Tariq’s
workstation
in Accounts
Dept.)
Abdul Rasheed
(staff no.
10768)
Printer needs
to be removed
because it
belonged to
former Retail
Operations
Group. which
has moved.
Not
in working
condition.
28/09/2014 By getting
approval from
Department
manager and.
Moving printer
to storage area
in basement.
Red Tag Register: Example

Red-Tag Area: A 5S Common Place
• A 5S common place is an area in the workplace or office
used for storing the following items:
• Excess inventory
• Movable red tag items
• The tacit purpose of a 5S common place is to make
excess inventory visible so that it is on the radar for action.

WHAT TO DO WITH ITEMS IN
BUCKET 4 & 5?

BUCKET 4: ITEMS WANTED NOT NEEDED!

Bucket 4 Action Plan!
• Transfer the item to an office that needs it.
• Transfer the item to a 5S common place.
• Determine if the item could be used after repair (like a refrigerator or TV).
• Look into whether the item can be sold or returned (for example, a new
cabinet that is not in use could be sold or sent back to the supplier).

BUCKET 5: ITEMS FOR DISPOSAL!

Bucket 5: Action Plan!
• Items that have no book value and could not be sold (torn files, old pens,
wastepaper, and so forth) should be disposed of as garbage.
• Items that have no book value but would bring in money if sold should be sold
to the right scrap dealer immediately or through a bidding process.
• Items that have value should be disposed of after getting any required
approvals.

Example of SORT

Potential Impacts of Seiri
• Necessary items are identified and positioned in the right place.
• Unwanted items are eliminated.
• Searching time is reduced.
• Working environment is improved.
• Space utilization is maximized.

2nd S: Set-in Order / SystematicArrangement
(SEITON)
“A place for everything and everything in it’s
place”.

Set-in Order / Systematic Arrangement (SEITON)
• Setion involves two actions on the remaining items after
Seiri:
1. Arrange items so they are easy to use & access.
2. Label them so they are easy to find and put away.

SEITON: Some Tactics
• Store tools beside the machine with which they will be used according to
sequence of work operations.
• Organize files and store using color code to make it easy to identify materials
at a glance.
• Store similar items together.
• Store different items in separate rows.
• Label clearly each item and its storage area (Visual Control)
• Create tool boards.

Before
Sorting &
Set-in
Order

After
Sorting &
Set-in
Order

Store and Arrange Items Logically
• When deciding on storage locations, logic must be followed.
No. Item type Where they should be moved
1 Items needed regularly Near workstations
2 Items needed but not regularly A short distance from workstations
3
Items needed but not in such large
quantities
5S common place
4 Items wanted but not needed 5S common place

Locationsfor items neededregularly and items not needed
regularly.

Develop Retention Periods
• Determine the retention period—the amount of time the
document can remain in the office — for each document
and file.
• A comprehensive record retention policy should be made
in Step 4, Standardization.

Label All Files
• Labeling entails clearly providing all the relevant information for the
maintenance and disposal of files.
• Labeling of files includes the following information on the file cover:
• File no
• Date
• From
• To
• Retention period
• Disposal date
• Subject
• Owner

File Label Example

Allocate Color to Files for Separation
• A color scheme can be used to facilitate visual management of files.
• Colors can be used to indicate the department or category to which a file
belongs.
Color Department
Brown Human Resources
Blue Accounts
Green Sales & Marketing
Orange Stores
Red Administration
Color Category
Brown Leaves Record
Blue Paid Bills
Green Contracts & Warranties
Orange Maintenance & Insurance
Red ACRs

Place Files in Cabinets
• The files should be arranged according to usage sequence.

Mistake-Proof Files Stored in the Filing Cabinet
What a
difference
a line
makes?

Creation of Indexes
• Indexes allow for easy retrieval of documents and files.
• Items should be listed both by category and alphabetically.
• Two types of indexes are generally required:
1. The Master Index and
2. The Location Index

Master & Location Indexes
• Master Index:
• It is a complete listing of all documents and records in the office and their location.
• Location Index:
• It gives the exact location of a document using descriptions such as cabinet number and the
exact position of the document in the cabinet.

Retrieval Process
Master Index
• (Placed
Centrally)
Location Index
• (Placed at the
Storage Point
Retrieval of File
• (30 Sec)

Setion: Potential Impacts:
• Items easily returned to its designated location after use.
• Retrieval time is reduced.
• Right Item, Right Place, Right Quantity and Right Method (4R) are in place.

3rd S: Shine / Spick-and-Span
(SEISO)
“Inspect, Clean & Remove Periodically!”

SEISO: Objectives
• Create a spotless workplace.
• Identify and eliminate causes of dirt and grime
• Remove the need to clean.
• Preventive Maintenance!!!

SEISO (CLEAN/SHINE)

Cleaning: What Does it Involves?
• Sweeping, polishing, painting, greasing / oiling & fixing!
• Regularly removing files and documents from storage areas and dusting them.
• Inspecting files / objects for their probable retention or disposal!
• Early identification & fixing of possible source of contamination!

Maintaining Cleaning & Inspection
• Cleaning and inspection should happen on a regular basis at a predetermined
frequency.
• This can be accomplished by using an autonomous maintenance calendar.

Maintenance Calendar
No. What Where
Who
WhenPrime
responsibility
Stand-in
1 HR files
Cupboard 10 in
HR department
Shahid Jamal
Every Monday, 5:00—5:30
p.m.
2 Office supplies
Rack 5 in storage
room
Jamal Rabia
Every Thursday, 10:00—1
0:30 p.m.
3 Training material
Cupboard 11 in
HR department
Kashif Asif
10th, 20th, and 30th of
every month, 1—2 p.m.
5 Statutory documents
Cupboard 1 in
branch
manager’s office
Mumtaz Hanif
15th and 30th of every
month, 1—2 p.m.

SEISO: Potential Impacts:
• Higher quality work and products.
• More comfortable and safer work environment
• Lower maintenance cost
• Creates positives impression on visitors and during customer inspections

4th S: Standardize (SEIKETSU)
“Standard Policies, Procedures and Guidelines
for Implementing 1st Three Ses Uniformly!”

Standardization
• Facilitate standardization to the deployment that has
happened in Step 1 (Sorting), Step 2 (Systematic
Arrangement) and Step3(Shining).
• This step involves coming up with the following:
• Policies
• Procedures
• Workplace Rules
• Standards

Policies
• Policies are the boundaries within which an organization operates.
• Policies are made by management in order for employees to function without
intervention.
• Policies required for office 5S are the following:
• Policy for document retention
• Policy for disposal (of unneeded, red tag, and scrap items)

Procedures
• A procedure is a sequence of steps that, when performed, executes a task.
• Procedures can only work in tasks where judgment is not required.
• Some procedures required for 5S are:
• Filing & Labeling
• Scrap/Waste Disposal
• Red Tag Item Disposal

Workplace Rules
• Workplace rules are essentially the dos and don’ts of a workplace.
• Whereas policies are set forth by management, workplace rules should be
written by employees.
• The best way to devise rules for a workplace is to brainstorm with the entire
team and come up with actions that would benefit the organization.

Example of 5S Workplace Rules
5S Rules—Rev 1, Dated 5P1212013
Loan Processing Workstations
1. Switch off your computer before going to lunch
2. Put chairs back in their places when you Leave your workstation
3, Spend five minutes every day on physical 5S
4. Spend five minutes every day organizing your computer files

SEIKETSU: Potential Impacts:
• Uniform application across the organization.
• Information sharing & training on required standards
become easier.
• Easy to identify 5S implementation state!
• Easy to Audit!

5th S: Self-Discipline / Sustain (SHITSUKE)
“Make it a Habit!”

Step 5: Self-Discipline
• This step is all about working 5S into daily routines and ensuring that it
becomes an integral part of the workplace fabric.
• Habits are not easy to form. Leaders need to take time out for the cause of 5S
and should demand ownership from the employees.

Approaches of Self-Discipline
• Train everyone in 5S.
• Ascertain the effectiveness of learning by conducting a test after the 5S
training.
• Install a process to train all new hires in 5S.
• Have employees take turns training others .
• Leverage the knowledge management platform to archive all the practices.
• Repeatedly communicate the management commitment to 5S.
• Performance in 5S is linked to the employee performance appraisal
process.
• Conduct 5S contests between departments or office units & reward the
winners.

5S: WHERE TO START WITH?

Select a Workplace
What sort of area should be chosen for the first
project?

Workplace for First 5S Implementation
• For the first 5S project, choose the dirtiest and most
disorganized area in your office.
WHY?

Workplace for First 5S Implementation
• Explicitly showcase the benefits that can be reaped from a 5S intervention. In
a relatively organized area, the changes may not be visible.
• Get buy-in from individuals who might doubt the power of 5S methodology.
• Demonstrate the type of involvement required for implementing 5S
Office storerooms are typically good places to start because they are
often disorganized and are not owned by anybody.

5S: WHY WE ARE DOING IT?

Define the Purpose of the Selected Workplace
• Identify the needs and wants in the workplace
• Define the Measures of Performance that will be tracked
after the implementation is complete

Examples of Purpose Statements
Front Office in a Bank’s Retail Branch:
“The purpose of this workplace is to facilitate quick customer service.”
• The entire 5S implementation will be done with the customer in mind to ensure
quick customer service.
• It should result in quick information and document retrieval that leads to fast
responses to customer requests.

Examples of Purpose Statements
Storeroom
“The purpose of this workplace is to ensure effective storage of the right
things m the right place and in the right quantities.”
• The entire 5S implementation will be done to ensure effective storage.
• Hence, the inventory management system will be designed with this objective
in mind.

5S: HOW TO MEASURE THE SUCCESS?

Define the Measures of Performance (MOPs)
• What to look for immediately after implementation and of what
should be tracked later.
• This helps you to ascertain the benefits of 5S implementation.
• Example of MOPs:
• File Retrieval Time is no more then 1 minute.
• Customers should be served within 2 minutes on check/cash counters.
• 10 % reduction in maintenance cost.

5S: BENEFITS?

Benefits of 5S
• Create organized workplaces
• Radically improve the retrieval time of documents
• Create a sense of belonging among employees
• Improve employee productivity and efficiency
• Reduce turnaround time to serve customers and address
questions
• Help identify and eliminate waste

THANK YOU!
If you find the presentation useful, don’t forget to give your
feedback / comments!
aleem_habib@yahoo.com

5S Housekeeping Standard

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