5S Visual Workplace

5S Implementation
At Work Place
MBU Module 2
 Introduction to 5S
The 5-S practice, used by most world
class organisations, creates a visual
workplace which increases
productivity by
making work
easier.
This is not 5S!
5S Launch
 5S - Practices

S1 Sort and Discard (Seiri) Eliminates

non-essential items from the workplace.
A pleasant and efficient workplace is
created.

S2 Shine and Inspect (Seiso) Removes

dirt, grime and dust from the workplace
by thoroughly cleaning equipment, floors
and walls.
 5S - Practices

S3 Signpost and Order (Seiton) Ensures that there is a

place for everything and that everything is in its place.
Everything must be sign posted so that it is visually clear
where things belong.

S4 Simplify and Standardise (Seiketsu) By applying

ergonomic principles to the workplace to eliminate
wasteful activities and make work safer and easier.

S5 Sustain (Shitsuke) Refers to the discipline required to

ensure that S1, S2, S3 and S4 are properly maintained
and improved.
 The Answer is ‘Yes’
People in organisations where 5S has been implemented effectively, can
answer ‘Yes’ to the following questions

Do you know exactly what things your

workplace needs and does not need?

Can you tell by simply looking around

where each item is stored?

Are quantities clear at a glance?

Is work easier than before?

Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
Poor 5S
S1 - Sort and Discard
Principle:
Keeping only what is needed, only
in the amounts needed and only
when needed.

Beware:
Do not simply
rearrange
messy piles
into neater
piles.
 The Art of Throwing Things Away !!

Human nature is to instinctively hoard or save things

that we may find necessary sometime
in the future
Just in
case!!!
Disadvantages of Hoarding:
• Waste of valuable space
• Increase in financial inventory and
asset costs
• Obstruction of efficient work
processing & material handling
• Increase in health & safety risks
 Process of Classification
Classification Action
Cannot be Defective
used or goods and
unlikely to dead Discard
be used inventory will
not be used

Remove from
Items Seldom Used about
workplace and
used twice a year
store elsewhere

Used once Store near

Can be Occasionally
every 1 or 2 process where
used used
months used

Store near
Often Used once a
operation where
used week
used

Used every Keep close at

hour hand at all times
Launching S1
Red Tagging Campaign
Unneeded items are tagged and
removed to a red tagged item hold
area. Items for which no one has a
use for are then
discarded.
 'Red Tags' Where to look . . .
Search these Look for
areas Search notice
unneeded
• Floors boards
materials
• Aisles •Old notices
•Raw materials
• Work stations •Incorrect
•Spare parts
• Offices •Etc.
•Etc.
• Cabinets
• Etc. Search these storage
areas
Look for unneeded • Shelves
equipment • Racks
• Machines • Closets
• Tools • Cupboards
• Fixtures • Work benches
• Etc. • Etc.
Red Tags
 How to Conduct Red Tagging
1. Define 'Current‘
Will we allow items
needed for today’s or
this week’s production?

2. Sort - Separate
Needed from
Unneeded
Attach red-tags
to all unneeded
items as defined
in step 1.
 How to Conduct Red Tagging
3. Discard - Remove Unneeded
Items and Discard
Go through the red-tagged items
and discard what is truly not
needed.

4. Ensure Inventory Levels are

Sustained After Tagging
Carry out intensive improvement
to our production, distribution
and planning methods. Organise
the workplace so it is impossible
to store anything more than is
currently needed.
 Sort and Discard
After red tagging has been completed, the workplace will
only contain those items currently required.
The red tagging
task should be
assigned to a
team of people
who represent
different areas
of the workplace.
Red Tag Area – Initial Cleaning Stage
Red Tag Area – Initial Cleaning Stage

37
Red Tag Schedule

38
Red Tag Schedule
 S1 - Office Efficiency
Identify and remove all unnecessary items before
introducing office efficiency, such as single-
minute file retrieval systems
and model
drawers.
Before 5S
After 5S
 S1: Sort and Discard (Seiri)

What are the key points of S1?

S2 - Shine and Inspect
Remove dirt, grime and dust from the
workplace and eliminate the source of
contamination. This will make work
easier, pleasant and safe.
 S2 Cleaning and Inspection

1. People (training)
2. Equipment that is ( HTR ) Hard to Reach
3. Detergent / Chemical for ( HTC ) Hard to Clean
4. Schedule ( What, Who, When ? )
5. How ? (SOP and Safety)
6. Cleaning standard ( Visual )
7. Inspection
S2 Cleaning and Inspection

Cleaning Standards
 Implementing S2 Shine
When implementing S2 follow the steps detailed below:
 Assigning S2 Responsibilities
Using a floor plan and schedule:
• Define the target areas within the workplace and
assign them to individuals
• Assign equipment
and inventory
to individuals
 Standardising S2 Methods and
Implementing Visual Management
Involve the team in defining:
• Cleanliness methods
• Frequency
• Responsible
persons
A visual management
schedule should then
be posted and updated
by team members.
 One-Page Equipment Cleaning
Standards
Define one-page standards for cleaning machines and equipment.
Ensure that the standards are easy to interpret and are visually
displayed on or near
the machine.

Make sure that

everyone
understands
what is
expected of
them
 S2: Shine and Inspect (Seiso)

What are the key points of S2?

S3 - Signpost and Order
S3 ensures that there is always a high
degree of visual orderliness in the
workplace. Time will not be
wasted searching for
things, it will be
visually clear where
things belong.
 Why is S3 - Signpost and Order so
Important?

So that everyone can:

• See and understand where

items are kept

• Easily pick and use

items
 Why is S3 - Signpost and Order so
Important?

• Easily and quickly return items

to the correct place
Before 5S
After 5S
Before 5S
After 5S
5S at Workshop
5S at Workshop
Laboratory Drawers
Line Lab
Easy to Locate and Keep
Easy to Locate and Keep
Easy to Locate and Keep
Single Minute File Retrieval
5S Model at Qantas
 Applying S3 to Lubrication
To prevent lubrication errors, assign
each type of lubrication task its own
colour:
1. Identify the different
types of lubrication
tasks
2. Assign a different colour
to each task
3. Ensure that lubrication
points and the
corresponding
lubrication items
are correctly colour
coded
Colour-Coded Lubrication

58
Colour-Coded Lubrication

60
Applying S3 to Floor Planning and
Painting

• Separate working areas from walkways.

• Map out operation areas according to production
flow and the location of work-in-progress.
• Avoid twists and turns in the walkways.
• Determine painting standards and draw up a
colour chart
 Workplace Project
Draw a floor plan of your team’s workplace and
indicate how the floor should be painted. Once the
overall plan has been drawn up, complete
an action plan to ensure
implementation.
Colour Standard Examples
Demarcated Aisles
5S at Engineering Workshop
5S at Engineering Workshop
5S at Nestle Chembong
Cleaning Tools
Cleaning Tools
 Applying S3 to Inventory Storage

Paint the designated areas for

inventory storage. Signpost these
areas as ‘stores’ by posting:
• a circular ‘store’ sign;
• a board indicating the store
managers’ name; and
• a description of the types of
items kept in the store.
 Applying S3 to Jigs and Tools
The basic rules for Signposting
and Orderliness of jigs, tools and It is as important to make
dies are as follows: tools and jigs easy to use
1. Ensure their location is easily
as it is to make them easy
remembered by all.
to put back after use.
2. Provide visual confirmation
of where to return jigs, tools
etc.
3. Keep storage sites as
close as possible to their
places of use.
4. Implement just let go
orderliness.
The 5S Way
5S Model Drawers

37
Tools are Stored and Maintained
Properly

8
Tool Storage
5S Model Workplace - Tool Storage
 Applying S3 to Component and Small
Part Storage
There are two main methods of
storage:
Function based
- facilitates loading into
storage

Product based
- facilitates unloading for
production
Applying S3 to Component and Small
Part Storage
S3 Signpost - Use of Colour Coding
 S3: Signpost and Order (Seiton)

What are the key points of S3?

 S4 - Simplify and Standardise
Applying S4 to Improve Ergonomics

Work smarter not harder

by designing a workplace
that is easier and safer to
work in. Eliminate
wasteful activities.

As a team analyse and

find ways to enhance
morale, efficiency and
physical well-being.
 How Can We Make Our Work Easier?
• Look at the area ergonomics. Is the area layout ideal? E.g.
is the operator panel close to the machine or set at a
distance?
• Ensure that the right tools are at the right place and
always available
• Have the proper cleaning equipment at the right place
and always available
• Eliminate as much manual labor as possible: walking,
carrying or lifting
• Use the correct material handling equipment
 How Can We Make Our Work Easier?

• Implement visual controls like shadow boards for tools

• Demarcate areas in workplace using color standards
• Look for opportunities to minimise or eliminate the use of
tools:
- Use tool-less ‘wing nuts’ or ‘quick release’
mechanisms on inspection covers
- Use of ‘see through’ covers that do not require the
removal of covers at all
• Design appropriate carts for i.e. changeover parts,
maintenance spares, etc.
 Using MODAPTS to Improve
Ergonomics and Make Work Easier
The MODAPTS (Modular Arrangement of Predetermined
Time Standards) system analyses the way work is performed
and enables teams to identify ways to improve work and
workplace design.
MODAPTS divides work into two basic elements:
• Activity being used - alphabetical
• Degree of effort involved - numerical
(MOD=0.129seconds)
The team analyses the way work is performed by
adding the number of MODS involved.
The team then generates ideas to eliminate or
reduce the elements with the highest scoring
MODS.
Element Group Description Symbol
Movement M1 Finger movement
M2 Hand movement
M3 Lower arm movement
M4 Upper arm movement
M5 Extended arm movement
Grasp G0 Grasp by contacting with finger tip
G1 Grasp by simple closing of fingers
G2 Grasp with one hand and with bracing
G3 Grasp by involved closing, grasp an elusive object
+
G4 Grasp with two hands and no objections
Place P0 Place without requirement for positioning
P2 Place in specific location
P5 Place exact location +
Body & other W5 Walk one pace, or turn
F3 Movement of foot, heel on ground
C4 Crank a wheel
B17 Bend and rise
S30 Sit and stand
Load LX Load factor
 Example

Lifting a box weighing 20kgs, moving it 10 paces and then

placing the box in a specific location is presented below:
 Example
The team could then propose the
following suggestions:
Reduce
walking by
Eliminate bending by rearranging
having the box stored the workplace.
at waist height.

Have the previous

Reduce the
process deliver the box
load-factor
during walking to the desired location,
by using a cart. thereby eliminating
double handling
 Example
Reduce the
Now let’s calculate the effect of the load-factor
suggested improvement: during walking
by using a cart.
B17 - Bend
A Well Organised Workplace
5S Makes Work Easy
S4 - Making Work Easy
 S4 - Ergonomic
Design of Picking Station - Distell
 S4 - Making Work Easy

Problem:
No toolbox. When moving to
the next unit it is time
consuming to pick up all the
tools.

Solution:
Design special toolbox trolley.
Ease of selection and less time
taken to do operation.
S4 - Simplify and Standardise

Just-Let-Go Tool

Standardised
Screws
S4: Simplify and Standardise (Seiketsu)

MODAPTS Exercise
 Exercise
Walking 10 paces to pick up part from the changeover cart
and going back to 10 paces and place the part at machine.
1) Walk 10 paces
2) Extended arm combined with grasping of object by simple
closing of the part
3) Walk 10 paces
4) Extended arm combined with placing of the part at exact
location

Calculate the number of Mods

 Exercise
Walking 10 paces to pick up part from the changeover cart
and going back to 10 paces and place the part at machine.
1) Walk 10 paces - W5 x 10 (50)
2) Extended arm combined with grasping of object by simple
closing of the part - M5G1 (6)
3)Walk 10 paces W5 x 10 (50)
4) Extended arm combined with placing of the part at exact
location - M5P5 (10)

Calculate the number of Mods - 116

 Reduce walking
Exercise by bringing the
tool cart near
the machine.

Pick up the part from changeover part cart and place the
part at machine.
1) Extended arm combined with grasping of object by simple
closing of the part
2) Extended arm combined with placing of the part at exact
location

What is the reduction in number of Mods

 Reduce walking
Exercise by bringing the
tool cart near
the machine.

Pick up the part from changeover part cart and place the
part at machine.
1) Extended arm combined with grasping of object by simple
closing of the part - M5G1 (6)
2) Extended arm combined with placing of the part at exact
location - M5P5 (10)

What is the reduction in number of Mods = 116 - 16 = 100

S5 - Sustain
S5 ensures that the first 4S’s
become a habit and are always
sustained.
 How to Ensure that 5S is Sustained
• Regular red-tagging and
signposting strategies
• Monthly check sheet evaluation
of workplaces
and competition.
• Daily 5-minute 5S activities and
end-of-shift 5S.
• Display of photographs showing
opportunities for implementing
the first 4 S’s.
• Creating a model workplace for
others to follow.
 5-Minute and Shift-End 5S

Define the 5 minute, 5S activities

that can be carried out daily and/or
at shift-end.

Assign responsibilities by
determining what must be
done and who will do it. Post
this visually.
 DAILY CLEANING STANDARD /
MUST BE DONE BY THE END OF EACH SHIFT D/S A/S N/S
1 Empty all tubs

2 Empty all dust /

reject biscuit bags
4
Cleaning utensils in
2 3 •Brooms, shovels,
place
5 1 tools on hooks
4
4 Biscuit feeder full
1
5 Enough biscuit trays
for production

6 Pallets / trolleys in
7 7
allocated areas
7 Clean Floor

“IS THIS LINE AS CLEAN AS YOU WOULD

WANT IT, WHEN YOU TAKE OVER?”

Initial:______________________
6 3

Date ______________________
 Wendy Sutton Desk Cleaning Standard
MUST BE DONE BY THE END OF EACH SHIFT /

1 All surfaces free of dust and

product

2 Desk area tidy and

organised

3 Computer logged off

1

4 Chair pushed in

3
2

Date:___________________

Initial:__________________
1
 DAILY CLEANING STANDARD Shift
7am 3pm 11pm
MUST BE DONE BY THE END OF EACH SHIFT T/T T/T T/T

1 Hoses are placed at original

location

2 Trough is clean

3 Spare part trolleys are at

•Brooms, shovels,
original location
1 tools on hooks
4 Floor is clean and dry

3
5 Rework and disposal trolleys
has been emptied
2

4 6 Weigher is clean and at

original location

7 Chemicals are placed in

the cage and locked

8 8 Cleaning brushes are clean

and placed at original location
6
5 2

Person: ________
4 6
7
 Using an Opportunity Board

While conducting the

5S check sheet or the
Red Tag practice,
photograph areas that
illustrate opportunities
for improvement.
Display these on an
opportunity board to
motivate the team to
improve.
Opportunity Board
 S5 - Sustain
(Clear Accountability)
 S5: Sustain (Shitsuke)

Design an end shift checklist at

your workplace.
5S Launch
 5S Banners
5 S Banners
5S Banners
5S Model Area
5S Model Area
5S Board at Lao Tobacco Limited
5S Board at Lao Tobacco Limited
5S Coaching Review at Spare Parts Room
Team member has 5S t-shirt
5S Certificate of Completion
5S Presentation
5S Team Presentation During MLM
5S Champion Team Award
5S Steering Committee Meet led by Master Coach
 S5 Implementation

What must we do differently to

improve 5S at our workplace?
How Do We Implement 5S Process in
MFM Group of Factories?
 Implementing the 5S Process
 Train & educate employees on the 5S process
 Form the 5S Steering Committee and have monthly meet
chaired by the Factory Manager.
 Nominate the 5S Coordinator who must be passionate in 5S
and must able to drive 5S.
 Nominate 5S Champion at each Department.
 Nominate Model 5S area at each Department.
 Develop a plan for each of the 5S’s by area of plant
 Communicate the 5S plan to the plant.
 Implementing the 5S Process

 Communicate to the Plant that 5S is not another initiative but

to make our work easier.
 Enable time for employees to act out the requirements of 5S
 Daily 5 minutes end shift checklist
 Monthly internal assessment
 Monthly external assessment or 5S Coaching Review
 Expansion of Model Area
 5S Implementation Steps
• S1
• Red Tagging exercise
• Red Tag Area
• Red Tag Schedule

• S2
• Cleaning schedule
• Cleaning equipment / special tools
• Detergents and chemicals
• Cleaning standards / Guidelines
 5S Implementation steps

• S3
• Labelling
• Lines and markings
• Colour coding
• Min and Max stocks

• S4
• Standards to be in place
• Using MODAPTS to make work easier and avoid
ergonomic issues
 5S Implementation steps

• S5
• End shift cleaning and checklist
• Monthly internal assessment
• Monthly 5S Coaching Review
• 5S recognition during MLM
 5S Conclusions

5S is not only organization and cleanliness

• It is DISCIPLINE
• Change the way you work
• Change your work environment
We don’t have time for this..
… do we?
 5S Model Area at LTL
Engineering Workshop
Before After
Before After
Before After
Before After
Before After
Before After
Before After
Before After
Before After
Before After
Improved 5S at Engineering Workshop

Before

After
Sustaining 5S at Nestle PJ Engineering Workshop
Sustaining 5S at Nestle PJ Engineering Workshop
 Improved 5S at MILO Mixer

Before

After
Sustaining 5S at Continental PJ Changing Room