Training script:

5S

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 Introduction

Related modules
• TPM
• SMED
• OPF

The Lean House

5S is one of the foundations of the organizational improvement

according to Lean principles and is often implemented as
one of the first tools.

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5S in Japenese - stages

• 1S - Sort - (jap. Seiri) - removal all unwanted items in the workplace, not
required in the production process

• 2S - Set in Order - (jap. Seiton) - finding a place for non-rejected items

during the selection stage and item labeling

• 3S - Shine - (jap. Seiso) - it is specific activities related to cleaning of the

workplace and the production area (e.g. sweeping, machine cleaning)

• 4S - Standardize - (jap. Seiketsu) - definition of standards in order to

continue the first three steps of 5S

• 5S - Sustain - (jap. Shitsuke) - specific actions to involve employees in 5S

Before 5S

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Stages of 5S

After 5S

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Why 5S?

• Better efficiency (we know where all objects are located, no unwanted
objects making it difficult to perform movements)

• Better work safety

• Easier onboarding of new employees

• Higher quality

• Easier delivery

• Lower costs

• Increased employee engagement, better workplace atmosphere

• Shortened changeovers

• Less breakdowns

• Better image in front of customers

• Any abnormal situations can be immediately spotted

Stages of implementation
1. Choose the 5S leader and 5S team to develop the implementation plan
within the budget and time frame
2. Divide the factory into production areas
3. Choose the pilot area
4. Specify the success factor
5. Conduct educational trainings for manager / operators working in the
pilot area
6. Implement the take-aways / learnings
7. Progress with implementation
8. Implement 5S into other areas
9. Conduct regular audits
10. Continuous Improvement

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 Sort

1S - Sort - Key benefits

• Disposal of unwanted

• Better organization of work and better flow of products through the

process

• Clarity rules on the spacial planning

• More space available

• Lower costs of inventory maintenance

• Freeing up additional resources, eg from selling or disposal of unwanted

items

1S - Sort - further steps

Conduct a Selection session together with operational staff - put together a
team consisting of the 5S Leader and operators of the area. Search the work
place for any unwanted items or documents.

Repeat the session with the operational staff of the other shifts - everyone
should have the opportunity to comment on their own area. This strengthens
the involvement of employees and provides a sense of influence on the
work environment.

Before the start of the session, or during one - take photos of the area. It is
very important to implement changes showing the progress made visually (a
comparison of the pictures "Before 5S" and "After 5S").

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Sorting criteria

Items found by the team, should be sorted as follow:

Red tag procedure

Unwanted items found on the work place mark with a printed "red tag".

It is useful to create special "red zones" in the production areas, where the
tagged items will be waiting approval and decision about next steps.

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Record of objects in the area
Unwanted items found during the selection session should be placed on the
list linked to the area in order to keep track record i.e.:

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The best practice is to have that type of at hand you during Sorting session
and to immediately write down ideas on how to place items in the
workspace. Operational staff usually have their valuable suggestions
regarding the arrangement of the area and it should be made possible for
them to collide with existing barriers within the organization (e.g. budget,
health and safety regulations, planned future investments), which an
ordinary worker may not be aware of.

Remember not to create any storage points where unwanted items would
be placed even if only temporary.

Decision on the future of the objects (red labels) should be made

immediately, or as soon as possible, but up to 2 weeks.

Next steps - red zone

What to do with unwanted items (red labels)?

• Sell

• Throw away

• Return to suppliers

• Rent out

• Give away to employees

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Necessary items

Create a list of necessary items - that should only be located in work area
(example):

Make sure that the list is constantly updated and placed in a visible,
transparent place.

It is important that each operational employees of the area, familiarized

themselves with the list and accepted one - e.g. by signing the document.
It helps to create sense of responsibility for the workspace. Employees will
watch each other, which should lead to preservation of relevant practices.

Control questions 1S

The following Audit Questions may be used to assess the work area in terms
of 1S rule:
• Are all unnecessary items removed for the area?

• Are regals and tools put in order?

• Are employees aware of the purpose and place of red tags?

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 Set in Order

2S - Set in Order

Setting in Order phase consists of assigning of relevant position to every

element, so that it is:

Key points

• Analyze the layout of the flow of products through the process - refer
to the OPF module (Spaghetti and Cell design diagram)

• Define the standards of marking objects; the labels method, the

painting / wrapping method, the shadow board (stroke method)

• Specify the min / max states (the labels method)

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 • Each item from the list of necessary objects should have a specific
place assigned. This would be a space where this and only that object
should be placed before and after each shift

Labeling method

By using labels mark where each object belongs to including the quantity.
Example from a supermarket of components is shown below. More
information about the supermarket in the One-piece flow module.

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Shelves marking

Shelves marking show where each material should be stored in a easy and
quick way.

Labels are placed on:

 shelves - location by column (number) and row (letter)

 container - information for a butterfly where container is to be shelved

Painting / wraping method

Marking places such as: materials, supplies, final products, etc.

Marking the range of opening door, to prevent accidents.

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Set in Order at office

The use of the 5S rules gives excellent results not only in the production area,
but also in offices. Below is an example of marking binders with tape, in
sequence (e. g. months, weeks).

Putting documents back immediately shows the right order - it is visible. This
makes it difficult to make mistake and automates the simplest moves.

Word "visible" is the key one. Employee has to see something and therefore
know, instead of knowking something and therfore seeing.

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Line colors

Create a unified system of horizontal markings, using colors that describe (for
example):

Internal roads
(passageways)

Assembled now

Compatible material

Incompatible material

Hazardous places

Final products / shipping

Floor markings are made using colour tapes or paints, to show destiny of the
area or place

Painting / wrapping method

A place for everything, everything in the right place!

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The Shadow Board (the contours method)

• Tools, may be placed on shadow

boards

• The shadow is the tool contour

that indicates where the tool
should be put back

• At the time of - for example,

taking over a shift, it's easy to
notice if all the tools are back to
their designated spot

Control questions 2S

The following Audit Questions may be used to assess the work station in
terms of the 2S rule:

• Is the position (location) of the main passages and storage locations

clearly marked?
• Are the tools segregated into those for regular use and for specialist
tools?
• Are all transport pallets stored at the right height?
• Is anything stored around the fire devices?
• Does the floor have any unevenness, cracks or other obstacles to the
operator's movement?

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 Shine

3S - Shine

Tidy up the workplace and production area so that work can be carried out
efficiently in a clean and safe work environment.

Pay attention to employees not identyfying 5S with cleaning only. It is should

be one of everyday tasks - regular cleaning rotas to avoid investing lot of
time and effort in future.

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Key points

Make sure that all production areas have designatd with cleaning rotas.

Ensure that all employees are involved in cleaning

Try to investigate the root cause for which the production area gets dirty
- 5 x why in Lean Basics and TPM modules.

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Control questions 3S

The following Audit Questions may be used to assess the work station in
terms of the 3S rule:

• Are all parts of devices clean?

• Is there waste removed from all places in the work area?

• Are all employees aware of where to find cleaning equipment?

• Is there valid documentation specifying standards of cleaning?

• Are there valid cleaning schedules?

• Are cleaning schedules signed by all operators in the area and

checked by the supervisor?

• Are there notifications of places where dust, dirt usually occur?

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 Standardize

4S - Standardize

Purpose of standardization is to incorporate the first 3S into the everyday life,

so that performing tasks related to first 3S becomes a practice.

Examples for repetitive tasks for first three steps 3S are listed below:

• Sorting tasks
• Placing items tasks
• Cleaning
• Line renewal
• Other

3S vs. 5S

Role of Standardization and Sustain steps for the success of the entire
implementation:

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Standardization stage (4S) consolidates changes implemented in the first
three stages. Without 4S stage, positive effects will start to reverse over time.

Sustain stage (5S) will allow you to improve yourself, develop the system and
give you tools to assess the implementation progress.

Visual factory

One of the key elements of standardization is to ensure that visual

management in a workplace where standard operations are performed in a
particular given work area, are easy to understand. Any abnormal situations
should be spotted immediately.

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5S tasks

Kamishibai

Two-sided cards (green/red) with 5S tasks - a simple alternative or

supplementing the board with 5S tasks.

At the moment of task completion, turn the red card over to the green one -
indicating that the task was completed.

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Kamishibai Board

Control questions 4S

The following Audit Questions may be used to assess the work station in
terms of the 4S rule:

• Are employees aware of 5S rules in general?

• Are employees aware of each of 5S steps and actions that are taken?

• Are there only tags and documentation regarding 5S, that is valid and
currently necessary in the work area and devices?

• Are there all necessary work instructions available in the work area?

• Are all improvements and suggestions for the previous audits

implemented and standardized?

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 Sustain

5S - Sustain

• The last step of 5S program - a form of encouragement of employees

to maintain 5S

• Full understanding and support of the management for the

implementation of 5S is a condition for employees to accept the
system

• 5S division into production areas with the assignment of personal

responsibility for the appearance of each section

• Conduct of regular audits assessing the 5S level

• Awards / distinctions for the best area

Other actions

• Display of photos BEFORE vs. AFTER

• Display of photos from events for the teams with the best result

• Training development plan (especially for new employees)

• 5S posters display in all areas

• 5S results posted on visual management boards - refer to the Visual

Management module

• Hold contests with prizes for the best 5S ideas

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The Company's 5S Board

Control questions 5S

The following Audit Questions may be used to assess the work station in
terms of the 5S rule:

• Does area leaders verify and analyze audits scores?

• Are audits scores discussed with employees?

• Are there 5S area boards and general 5S board for the site, where
results, improvements, actions taken are shown to employees?

• Are boards available to all employees and updated?

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5S audits

Use colored pins on the visual management boards to distinguish, which

areas met the requirements of 5S and which ones did not.

Store information digitally in order to be able to see the archives.

Give feedback to workers whose work areas did not meet the requirements.

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An exemplary audit form

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5S main advantages

• Improvement of Health & Safety in the work area

• Higher work efficiency and quality

• Better teamwork - all employees involved in the common goal

• Improvement of work comfort

• Better perception of the factory in view of existing and potential

customers

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