1. 5S’s Notice Board5S’s Notice Board
Sort
Standardise
Sustain
Set in order
Shine

2. 5’s Training Manual5’s Training Manual
Target AudienceTarget Audience ::
 5’s Facilitators / Trainers, Operations and Support Management &5’s Facilitators / Trainers, Operations and Support Management &
Team MembersTeam Members
 Purpose of Module :Purpose of Module :
 To give a full understanding of the 5’s, their importance and howTo give a full understanding of the 5’s, their importance and how
they can be effectively introduced.they can be effectively introduced.
 Aims & Objectives :Aims & Objectives :
– Understand the basis for 5’sUnderstand the basis for 5’s
– What each of the steps areWhat each of the steps are
– Measuring ImprovementMeasuring Improvement
Aims and Objectives

3. ContentsContents
 IntroductionIntroduction
 5’s Overview / Getting Started5’s Overview / Getting Started
 SortSort
 Set in orderSet in order
 ShineShine
 StandardiseStandardise
 SustainSustain
Sort
Standardise
Sustain
Set in order
Shine

4. 5’s Overview5’s Overview
 ‘‘There are no worldThere are no world
class manufacturingclass manufacturing
companies without 5’scompanies without 5’s
in place’in place’

5. The 5’s ApproachThe 5’s Approach
5’s is a systematic approach to workplace organisation and
housekeeping. Encouraging ownership and self discipline to
sustain and further develop working practices.
It aims to :-
Remove waste from the workplace.
Provide an environment where continuous improvement is
embraced.
Improve safety.
Increase quality.

6. Things to consider before 5’sThings to consider before 5’s
ImplementationImplementation
Who
When
What
Where
How
….involving everyone with 100% communication!

7. 5’s Workplace Audit5’s Workplace Audit
 Establish current state.Establish current state.
 Using recommended audit sheets.Using recommended audit sheets.
 Capture current state using colourCapture current state using colour
photo’s.photo’s.
 Record other problem areas, suchRecord other problem areas, such
as safety issues or machine breakdowns.as safety issues or machine breakdowns.

8. 5’s Workplace Audit5’s Workplace Audit
ITEMS INDIVIDUAL INSTANCES IN WORKPLACE
AREA AUDITED
TOTAL No.
OF
INSTANCES
SCORE POINTS
Dirt & rubbish on floor .(paper,cigs
dunnage etc.)
0 = No Dirt/Rubbish
5 = 1 - 5 Instances
10 = >5 Instances
0
5
10
Oil ,grease or other spillage’s
evident.Machine & dirty and
neglected.
0 = All machines clean
10 = 1 – 5 Machines
15 = >5 Machines
0
10
15
Locations of materials not
defined .Mixed/ excess material
evident.
0 = All locations defined
10 = 1 - 5 instances
15 = >5 Instances
0
10
15
Notice boards untidy & out of
date .No ref. to QCD.
0 = QCD Up-to-Date
5 = <50% incorrect
10 = >50% incorrect
0
5
10
Safety equipment / procedures not
adhered to.
0 = Safe operation
15 = Some procedures
not used
0
15
Lights left switched on.Air
leaking,energy wasted.
0 = No instances
5 = <3 Instances
10 = >3 Instances
0
5
10
Unnecessary materials &
equipment in work areas.
0 = All necessary
5 = 1 – 5 Instances
10 = >5 Instances
0
5
10
Reject parts not clearly identified
or segregated.
0 = All clearly identified /
segregated
15 = Not all identified
0
15
COMMENTS TOTAL IMPROVEMENT POTENTIAL

9. What are the 5’sWhat are the 5’s ??
Sort
Standardise
Sustain
Set in order
Shine

10. 1st Step - Sort
 Conduct major clean-down.Conduct major clean-down.
 Remove all items that are notRemove all items that are not
required or have becomerequired or have become
unnecessary over a period of time.unnecessary over a period of time.
 Includes repairing broken tools &Includes repairing broken tools &
equipment.equipment.
 Frequently used items should beFrequently used items should be
stored at the work area.stored at the work area.
 Infrequent used items stored awayInfrequent used items stored away
from the work area and dispose offrom the work area and dispose of
items that are not needed.items that are not needed.
 NeverNever assumeassume. Ensure everyone is. Ensure everyone is
in agreement.in agreement.
….Remember! Redundant items cost money to
store - If you don’t need it, don’t keep it!

11. SortSort
Sort tooling / equipment by frequency of use
Code Description Action
HIGH
MEDIUM
LOW
Hourly
Daily/Weekly
Quarterly/6 Monthly
Keep at
workplace
Store at
dept store
Store away
from area
or dispose
…….within the LOW category, retrieval MUST still be quick!!

12. Red Tag StrategyRed Tag Strategy
This means putting red tags on any items
not required for the current production, any
items kept in excessive amounts and any
items used infrequently. Then removing
these items from the area/cell.

13. How do we Red Tag ?How do we Red Tag ?
RED TAG
…...Red Tag Targets
Physical Areas Types of items
Documents
Equipment
Inventory
Machines, tools, jigs
consumable items, chairs,
cabinets, trolleys, etc
Notices, minutes,
drawings, reports, etc
Floor, walkways, staging, benches,
walls, shelves, racks, etc
Raw materials,
procured parts
assembly

14. Red Tag AuctionRed Tag Auction
Team evaluate Red Tagged items
Options :
• Keep item where it is.
• Move to new location of work area.
• Store away from work area.
• Hold in Red Tag Quarantine Area for evaluation.
• Dispose of e.g throw away, return to stores.
• Agree min/max quantities.
Record Results
• Records need to be kept of items moved to a Red Tagging Area or disposed
of.

15. Why Sort ?Why Sort ?
 Frees up space.
 Removes clutter/obstacles.
 Stops people adding to it.
 Stops hoarding.
 Improves safety.
 Gives control of what is in your area.
 Begins the orderliness process.

16. 2nd Step – Set in order2nd Step – Set in order
 To arrange all necessary itemsTo arrange all necessary items
for economy of movement.for economy of movement.
 Place according to frequency ofPlace according to frequency of
use.use.
 To have a designated place forTo have a designated place for
everything to label, classify andeverything to label, classify and
make easily visible.make easily visible.
 A place for everything andA place for everything and
everything in it’s place.everything in it’s place.
 Provide safe storage - heavyProvide safe storage - heavy
items low, light items high.items low, light items high.

17. Set In Order ExamplesSet In Order Examples
Personal Identity Tags
Shadow Board
used

18. Set In Order ExamplesSet In Order Examples
Colour coded rubbish stations
i.e..
Blue - Metallic materials
Red - Electrical wiring
Colour coded Direct Line Feed
i.e..
Green - Rivets
Red - Fasteners

19. Why Set In Order ?Why Set In Order ?
• Makes things easier to find, use and return.
• Removes frustration of searching for items.
• Creates a better working environment.
• Reduces accidents.
• Assists cleanliness.
• Begins standardisation.

20. 3rd Step - Shine3rd Step - Shine
 Identify Cleaning Zones.Identify Cleaning Zones.
 It is everybody’s responsibility.It is everybody’s responsibility.
 Set targets and work to them.Set targets and work to them.
 Keep your area clean and tidy on aKeep your area clean and tidy on a
continual basis.continual basis.
 Cleanliness extends to non-seenCleanliness extends to non-seen
areasareas
(eg under the jig!, behind cupboards(eg under the jig!, behind cupboards
etc).etc).
 Routine maintenance may beRoutine maintenance may be
incorporated (TPM).incorporated (TPM).
……...Agree & Visualise

21. ShineShine
Can be divided into 3 sections :-Can be divided into 3 sections :-
Overall
Situation
Major cleaning operations and
plan to find sources of dirt.
Individual
Situation
Cleaning workplace and
all equipment.
Detailed
Situation
Preventing defects by cleaning &
checking machines, jigs and
tools (Equipment 5C).
…..Creating a spotless workplace

22. ShineShine
Machine concern / fault analysisMachine concern / fault analysis
…..through cleaning you touch, through touching you find
when you find, you fix !!

23. Why Shine ?Why Shine ?
• Makes defects easier to detect.
• Better customer perception.
• Creates a better working environment.
• Aids efficiency and reduces accidents.
• Helps standardisation.

24. 4th Step – Standardise4th Step – Standardise
…..the system must be controlled
and maintained (using agreed
standards.)
 Use visual controls.Use visual controls.
 To maintain the workplace at a level which uncovers and makes problemsTo maintain the workplace at a level which uncovers and makes problems
obvious.obvious.
 To continuously improve by continuous assessment and generating actions.To continuously improve by continuous assessment and generating actions.
 To include routine health and safety.To include routine health and safety.

25. StandardiseStandardise
Location Indicators
Aspect Method
Location
indicators
Set limits
Danger indicators
Address signboards
Location / limit lines
Labels
Height lines
Fixed length racking
Std container sizes
Walkways
Danger signs

26. 5’s Audit Check Sheet5’s Audit Check Sheet
• Continual assessment.
• Periodically but not scheduled.
• Help maintain the set standard.
• Apply common sense.
• Enables Plan, Do, Check, Action cycle.
• Promotes safety first.
• Publish scores on notice boards.
• Impresses the customer.

27. Housekeeping Area MapHousekeeping Area Map
 To be used by HOB and Ops/Logistics ManagersTo be used by HOB and Ops/Logistics Managers
 Once per week audit, PUMs to lead Ops Manager around appropriate cells.Once per week audit, PUMs to lead Ops Manager around appropriate cells.
 Display on “Info. Centre” boardsDisplay on “Info. Centre” boards
 PUM to feedback major non-conformance's back to Cell / Shift Leaders andPUM to feedback major non-conformance's back to Cell / Shift Leaders and
T/Ls immediately following auditT/Ls immediately following audit

28. Why Standardise ?Why Standardise ?
• Provides schedule of 5’s activities.
• Ensures deterioration does not occur.
• Gives a standard to work to.
• Starts problem solving/improvement activities.
• Makes first 3S’s a habit.
• Promotes ownership.

29. 5th Step - Sustain5th Step - Sustain
 Probably the most difficult of the 5S’s.Probably the most difficult of the 5S’s.
 Make it a habit.Make it a habit.
 Setting review frequency.Setting review frequency.
 Cleaning checklist matrix.Cleaning checklist matrix.
 To maintain our habit we need to practice and report until it becomes a way of life.To maintain our habit we need to practice and report until it becomes a way of life.
 Visual communication instead of verbal!Visual communication instead of verbal!
“Its everyone’s responsibility”
…..Ownership !!
Without it the other steps will fail!

30. Why Custom & Practice ?Why Custom & Practice ?
• It makes 5S routine.
• Sustains all improvements.
• Builds on the improvements already made.
• Maintains agreed procedures.
• Ensures we don’t fall back into our old ways.

31. 5’s Summary5’s Summary
• Improves safety.
• A structured approach.
• Applicable to the General Manager and everyone else.
• Improves productivity.
• Improves quality.
• Improves morale and teamwork.
• Enjoy - working in a clean, organised, quality,
successful, safe environment.
• You do it at home why not at work?

32. Finally ….Finally ….
Improvements should be in-expensive. The more money we spend, the
less ingenuity we use to find solutions.
Created By Glyn
Owen