It is a factory that is;
Self Explaining
Self Ordering
Self Regulating
Self Improving
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[Link]
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They are the foundation for an effective Lean
Manufacturing System
“The 5S’s are the foundation – or workplace “pillars” – upon
which we establish flow production, visual control, standard
operations, and other JIT building blocks.”
Hiroyuk Hirano
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What are the Benefits to me?
They improve Workplace Safety
They improve Job Satisfaction
They remove Obstacles and Frustrations
They improve Communication flow
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What are the benefits to the company?
• Reduced changeover time = improved
productivity
• Reduced defects = improved quality
• Reduced waste = reduced cost
• Reduced delays = improved delivery
• Reduced injuries = improved safety
• Reduced breakdowns = improved flow
• Reduced complaints = improved morale
...…Company Growth
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Separate the necessary from the necessary and
get rid of what you don’t need.
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SORT
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Typical Activities include
Throw out the things you don’t need.
Deal with the cause of dirt and leaks
Housecleaning.
Treat defects and breakage
Inspect covers and troughs to prevent leakage and
scatter.
Clean the grounds.
Organize the warehouse/store.
Eliminate grime and burrs.
Eliminate oil pans.
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Everything in its place and a place for
everything!
Establish a neat layout so you can always get
just as much of what you need when you need
it.
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Typical Activities include
Everything has a clearly designated place
Thirty second storage and retrieval
Filing standards
Zoning and placement marks
Eliminate lids and locks.
FIFO (First In First Out)
Straight lines and right angles.
Functional placement of times.
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Good!
[Link]
Not so good!
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Is a daily activity, clean as you go.
Keep everything clean.
Inside / Outside / On top / Below
Focus on mess prevention instead of mess
cleanup.
Look for ways to contain messes.
Use vacuums not hoses for cleanup
Cleaning as a form of inspection.
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Typical Activities include
Individual responsibility
Make cleaning and inspection easier
Sparkling clean campaigns
Everybody is a janitor
Perform cleaning inspections and correct minor
problems.
Clean even the places most people do not notice.
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Develop process that define the “best method”
for things to be done.
Use agreed upon visual standards.
Document changes and share with others
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Typical Activities include
Okay marks
Danger zones
Color coding
Warning colors
Fire extinguisher signs
Mistake proofing
Wire/cord/hose management
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Sustain or discipline is a process of repetition
and practice.
Keeps the first 4S’s from losing ground.
Paves the way for other kaizen efforts.
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Typical Activities include
One minute 5S
Pick-up practice
Practice dealing with emergencies
Individual responsibility and accountability
5S manuals
Communication and feedback
Seeing is believing
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SEPARATE THE SORT ITEMS
NECESSARY FROM ACCORDING TO
THE UN-NECESSARY NOT NEEDED NOW
NOT NEEDED IN 15
MINUTES
NOT NEEDED IN 1 HOUR
NOT NEEDED THIS
MORNING
NOT NEEDED THIS SHIFT
NOT NEEDED TODAY (24
HOURS)
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RED TAG YELLOW
DO NOT TAG
NEED
NOT SURE
REMOVE
FROM AREA YET
AUCTION DATE IT TO
THROW DETERMIN
AWAY E USE
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WHAT DO I RED TAG ITEMS
DO WITH IT RETURN TO STORE
AFTER I AUCTION AREA
HAVE SCRAP BIN
REPAIR AREA
TAGGED IT?
ZONE RETRIEVAL AREA
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YELLOW / GREEN (MUST HAVE A HOME)
STORE BASED ON FREQUENCY OF USE
STORE BASED ON SEQUENCE USED
REDUCE NUMBER OF TOOLS / FIXTURES
NEEDED
CARTS MOVABLE ITEMS NEED FLOOR
LOCATIONS IDENTIFIED
USE COLOR CODING TO DISTINGUISH
OWNERSHIP
STORE FOR RETRIEVAL CONVIENCE
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WHEN SETTING UP STORAGE KEEP THESE IN MIND
ONE STEP RULE
KEEP ITEMS AS CLOSE AS POSSIBLE TO REDUCE WALK / MOVEMENT
45 DEGREE RULE
MINIMIZE TWISTING
IF MORE THAN A FEW POUNDS PUT OUTSIDE OF REACH TO ALLOW FOR
ERGONOMIC ADJUSTMENT PRIOR TO LIFT
STRIKE ZONE
STORE ABOVE THE KNEE
BELOW THE CHEST
HIGHER THE POUNDS – CLOSER TO KNUCKLES
LOCATE HEAVY ITEMS TO ELIMINIATE LIFTING MOVEMENTS.
(REDUCE BENDING, STOOPING, UN-NECESSARY ARM MOVEMENTS)
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Each area needs to develop checklists to
evaluate the effectiveness of your 5’s activity.
Checklists need to identify
Identify the Who, What, Where, When
Use visual standards where items are critical.
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5’s Levels of Excellence
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Develop Autonomous Maintenance Checklists
for Equipment
Look at Daily Needs
Weekly Needs
Yearly Needs
Assign Responsibility
Plan for a Daily 5’s Sweep
3 MINUTES where everyone participates.
This includes everyone from the top to bottom of the
organization.
It occurs regardless of where you are at that moment!
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Look for ways to improve
Reward areas for their efforts
Management walkthroughs of areas
Have areas evaluate their level of excellence
Look for customer impressions / feedback at
post in the area.
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MANAGEMENT
Provide time for 5’s improvement activities
3 Minute Daily Clean
Walk through the area once per week with a focus on
5’s
Recognize Behaviors
Practice pick-up behaviors
Encourage new methods by sharing your ideas!
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ZONE LEADERS
Do self evaluation as a baseline
Organize Red Tag Events
Develop area checklists
Develop cleaning checklist and responsibilities
Develop autonomous maintenance schedules
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LEAN FOCAL
Provide training to Zone Leaders and other
employees as needed.
Provide the needed tools to the Zone Leaders
Red Tag Forms
Evaluation Sheet
Samples of Checklists
Provide 5’s Visibility on Plan and Activities
Help Where Needed
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The 5S’s Five Keys to a Total Quality Environment,
Takashi Osada, Asian Productivity Organization 1991
5 Pillars of the Visual Workplace, Hiroyuki Hirano,
Productivity Press 1995
Seminar, “Visual Factory Management”, Saddle Island
Institute
Seminar, “5’s Workshop Leaders Guide”. The Boeing
Company
[Link]
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