The document provides an introduction to the 5S methodology for organizational improvement. It discusses the goals of 5S which include creating a safer and more efficient workplace. It then explains the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. Each step is described in detail along with its benefits such as reducing waste, improving productivity and safety. The document also provides examples of visual control techniques and strategies for implementing 5S.
7. 5S Benefits to YOU
It will make your workplace a safer, cleaner
and more pleasant place to work
Make your job more satisfying.
Eliminate overburdens and disappointment.
Make it easier to communicate with everyone
you work with
Gives you an opportunity to give creative
input how your work place should be
01-6
8. 5S Benefits to Organization
Stability in the process allow optimization
Zero defects brings higher quality
Zero waste brings reduced cost
Zero delay brings reliable delivery
Zero accident increase safety
Zero breakdown, increase productivity
Zero complaint brings greater confidence and
trust
01-7
10. 9
Remove all items from the workplace that
are not needed for current production or
administrative operation.
Keep “only what is needed, only in the
amount needed, and only when it is needed”.
What is 5S ?
Keep it
Red Tag Discard
No Tag
Sort1.
11. What is 5S ?
01-10
Why Sort is important?
Space, time, money,
energy and other
resources can be
managed and used
most effectively
Problem and hassle in
the work flow are
reduced.
Communication
between employees is
improved.
Product quality and
Productivity is
enhanced.
12. What is 5S ?
11
Arranging needed items in the way easy to
use and labeling them so that easy to find
and put away(visual management)
Set-In-Order2.
13. 01-12
Set in order
Arrange needed items so;
it is easy to use.
label them so that anyone can find them easily and put
them agin.
Set-in-order is important because it eliminates;
Time spent searching for an item
Motion wastes
Difficulty returning item to its original place
Excess inventory
Reduce damage
safety
What is 5S ?
14. 01-13
There are two strategies correspond to set-
in-order;
1. Visual Control
2. Motion Economy
What is 5S ?
15. 01-14
1. Visual Control Strategy
A visual control is any communication
device used in the work environment that
tells us at a glance how work should be
done.
We can implement standardization in such a
way that all standards are identified by
visual control.
What is 5S ?
16. 01-15
Visual Control Techniques
common visual control techniques;
1. Signboard strategy
2. Painting strategy
3. Color-code strategy
4. Outlining strategy
5. Visual Management Board
(Kaizen board) Strategy
What is 5S ?
17. What is 5S ?
1. Signboard strategy
signboards are used to identify what, where
and how many
There are three types of signboards
Location indicator
Item indicator
Amount indicator
18. What is 5S ?
2. Painting strategy
Is a method for identifying locations on
floors and walk ways
01-17
21. 5. Visual Management Board (Kaizen
board) Strategy
Kaizen Board
Standard size 2 times flipchart paper
01-20
What is 5s?
Staff performance Improvement/
success corner
Problem/idea corner Solution corner
Staff performance
maintenance tool
22. 01-21
2. Motion Economy Strategy
The process of removing motion waste
involves eliminating unnecessary motion
from existing operation.
By locating items in the best location
possible, we can minimize motion waste.
What is 5S ?
23. 01-22
Implement Motion Economy
Below are three examples of elimination
motion waste;
1. Keep frequently needed items close to you
and rarely needed items away.
2. Frequently needed items are arranged for
easy retrieval ergonomically.
3. Keep the processes close to each other and
eliminate zig-zag motion between them.
What is 5S ?
26. What is Shine
Shine means keep everything clean.
When we Shine, we can’t avoid inspecting
the item at the same time. Therefore Shine
and Inspect come together.
Page 25 of 65
What is 5S ?
27. Benefits from Shine
Clean and comfortable workplace.
Increase visibility to defects when it occurs.
Helps to maintain safer workplace.
Good working environment increase morale.
Early detection of machinery and equipment
failure.
Page 26 of 65
What is 5S ?
28. TAKE FIVE
Take five minutes to think about the following
question & to jot down your answer.
What are some of the Sort, Set in order and
Shine routines that are already part of your
life?
01-27
30. What is Standardize
Standardize is the method you use to maintain
the first three pillars (Sort, Set in order and Shine)
Make it a rule to perform given work in the given
manner.
Standardize is different from the first three pillars
because it is a method used to sustain the first
three pillars rather than housekeeping activity.
What is 5S ?
31. Benefits from Standardize
The basic purposes are to;
1. Lead to workplace standardization
prevent setbacks in the first three pillars
Make implementing them a daily habit
Ensure that all the three pillars are maintained in
their fully implemented state.
2. Lead to work standardization
Muda elimination
Quality improvements
Cost reduction
Delivery time improvements
Process improvements
What is 5S ?
32. What is 5S ?
Sustain Shitsuke5.
Means making a habit of properly maintaining
correct procedures
33. Some techniques to sustain
5S Slogan
5S poster
5S newsletter and kaizen board
5S audit
awarding systems
Big cleaning day
5S month
Benchmarking tour
What is 5S ?
34. 5s Tags
Labeling items with different color to make
decision on the item.
It’s standard to separate unwanted items from
the other.
01-33
35. All the items identified as being unnecessary can
be categorized as follows.
Rubbish
This can be immediately disposed of in the
appropriate waste container.
Wrong Location
Items to be returned to their correct location –
can be done immediately
01-34
36. Green Tag
Items identified as needed, but not by your work
area – attach a Green Tag (sample below) and
place in the holding area identified for surplus and
unwanted items.
This could include items that are used in your
work area, but you either rarely use them so they
can be stored at another location or you don’t
need multiple quantities of the same item.
01-35
37. Yellow Tag
Items identified as something that may be needed,
but are only to be kept for a short time before
disposal – attach a Yellow Tag (sample below) and
place in the holding area identified for surplus and
unwanted items
01-36
38. Red Tag
Items identified as clearly not having or no longer
having any useful purpose in your work area –
attach a Red Tag (sample below) and place in the
holding area identified for surplus and unwanted
items
This could include items that may be, but are not
necessarily rubbish because they could have a
rework or scrap value. If not, the decision should
made quickly for disposal as rubbish.
01-37
41. Planning Stage
1. 5S organization structure
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off
Steps for planning
42. Chairman
5S Committee
Members
(leader, members)
5S Committee
Members
(leader, members)
5S Committee
Members
(leader, members)
5S Committee
Members
(leader, members)
5S Promotion Office 5S Audit Office
Planning Stage
1. 5S Organizational Structure
43. 5S Promotion office duties
Prepare over all 5S implementation plan at
company level.
Follow up standardize 5S activities at the
company.
Perform any other 5S related activities.
Organize &Training
Planning Stage
44. Planning Stage
2. Recognition of current condition
by using 5S Checklist and 5Scheck list.xls
Photography (Next page)
45. Photography
(1) Fixed-point Observation Type
Fix the location of the
camera and do photo
shoots at the same place
both before and after
KAIZEN.
Before KAIZEN After KAIZEN
Planning Stage
47. 46
3. Decide Activity range
Company
-wide
Limiting to
Production
Division
Limiting
to Shop
Limiting
to group
Selecting
model shop
Others
Variety of Alternatives
Planning Stage
52. 2) Setup of activity time
In case of 5S activity on Sustaining Stage (e.g. Cleaning)
Type of cleaning Time Frequency (timing)
Daily cleaning 5 – 10 min.
Minor operation before/after
working hour at each shop
Weekly cleaning 15 – 30 min. Weekend
Monthly cleaning 30 – 60 min. End of month
Big cleaning days 2 – 4 hrs. Before national holidays
Location which is not easy to clean 1 – 2 days
In case of necessity for
assistance request to other
division
Planning Stage
54. 6. Budgeting
It is necessary to prepare a budget for 5S activity
because it costs money.
Planning Stage
55. 7. Kick-off (Declaration of 5S activity)
Inform all
employees
of kick-off
Declare
the policy
Explain
the activity
Assemble all
employees
Kick-off
Planning Stage
57. Implementation Stage
Procedure For Sort Activity
Preparation
Necessary items
Quantification
Set-in-order activities
Making a Shop Stock List
Unnecessary items
Evaluation of unnecessary items
Disposal of unnecessary items
Red Tag Strategy
Shine Activity In parallel
Set-In-Order activity
59. 58
Implementation Stage
Procedure For Set-In-Order Activity
Set targets for Set-In-Order Activity
Implementation of Set-In-Order
Decision of schedule and work allocation
Preparation of tools for Set-In-Order Activity
Decision of location, Storage, Indication method
63. Standardize means to set up rules for Sort, Set-in-
order and Shine Activities
It is all about
“Make up the rules and follow them!”
Implementation Stage
01-62
64. Standards for Sort
Red Tag Rules
• When to Red Tag
• How to Red Tag
• What’s go on the Red Tag
• more…
Rules for the Red Tag Holding Area
• When to clear out
• How to dispose of items
• more…
Implementation Stage
01-63
65. Standards for Set-in-order
• Which items
• Where
• How many
• Who replenishes
• Return all items…
• What to do when items are missing
• Visual standards – signs, lines, labels and color
coding
more…
Implementation Stage
01-64
66. Standards for Shine
Clean and Inspect (C&I)
Show the task, person responsible, items
needed, frequency, desired workplace
Where to keep cleaning supplies,
how to replenish when finished
more…
Implementation Stage
01-65
69. 68
Let’s sustain the gains !
1. Patrolling
a. Top management Patrol
Must
Check Up the activities Comprehensively
Give emphasis on sustaining of the activity
consider committees feedback
71. 70
Let’s sustain the gains !
b. 5S Committee members and Promotion
office Patrol
Must
Evaluate “5S Check List”
Record problems on”5S check
findings”
Tack picture of 5S problems
72. 71
Let’s sustain the gains !
c. Mutual patrol
Check mutually among 5S groups
d. Self patrol
5S leader and members check the results of activity by
themselves.
e. Checklist patrol
Point out the problems by themselves at site as well as
evaluate the results and encourage members to urge
KAIZEN.
f. Camera patrol
Visibly highlight the problems and progress of the activity
using photographs.
73. 2. Use Slogan and Poster of 5S Activity
It encourage all the participants.
＜Samples of slogan＞
“Refresh yourself and workplaces by 5S activity.”
“Let's maintain current 5S activity and KAIZEN for tomorrow”
“We polish “Our Minds” as well us our factories”
01-72
75. Let’s sustain the gains !
3. Awarding System
awarding for 5S promotion results according to
evaluation is recommended.
Awards may be
- For Good performance
- Award for efforts
- Award for good Ideas
Prize winner - Group
- Individual 01-74
78. 77
1. Sort activity
Red Tag Sample
Classification
□1.Material □2. Part □3. Inventory in-process □4.Product
□5.Equipment/facilities □6.Cutting tool □7.Jig □8.Fixing
□9.Others
A: Reason for item of 1 to 4
□a. Miscalculation/mistakes in sales/production plan □b. Order cancellation
□c. Design/specification change □d. Design error
□e. Order error □f. Receipt error (Insufficient
inspection)
□g. Machining error □h. Assembly error
□ i. Obsolescence, Long time storage □j. Others
B: Reason for item of 5 to 9
□k. Ageing □l. Out of order
□m. No longer applicable □n. Others
Location:
Part No.:
Quantity:Name of item:
DateName of applicant:
No.
Red Tag
Classification
□1.Material □2. Part □3. Inventory in-process □4.Product
□5.Equipment/facilities □6.Cutting tool □7.Jig □8.Fixing
□9.Others
A: Reason for item of 1 to 4
□a. Miscalculation/mistakes in sales/production plan □b. Order cancellation
□c. Design/specification change □d. Design error
□e. Order error □f. Receipt error (Insufficient
inspection)
□g. Machining error □h. Assembly error
□ i. Obsolescence, Long time storage □j. Others
B: Reason for item of 5 to 9
□k. Ageing □l. Out of order
□m. No longer applicable □n. Others
Location:
Part No.:
Quantity:Name of item:
DateName of applicant:
No.
Red Tag
Classification
□1.Material □2. Part □3. Inventory in-process □4.Product
□5.Equipment/facilities □6.Cutting tool □7.Jig □8.Fixing
□9.Others
A: Reason for item of 1 to 4
□a. Miscalculation/mistakes in sales/production plan □b. Order cancellation
□c. Design/specification change □d. Design error
□e. Order error □f. Receipt error (Insufficient
inspection)
□g. Machining error □h. Assembly error
□ i. Obsolescence, Long time storage □j. Others
B: Reason for item of 5 to 9
□k. Ageing □l. Out of order
□m. No longer applicable □n. Others
Location:
Part No.:
Quantity:Name of item:
DateName of applicant:
No.
Red Tag
* Sort-Red Tag
80. Red Tagging Procedure
1. Sort Necessary and unnecessary items
2. Decide Red tag Holding Areas
3. Attach red tag to unnecessary items
4. Taking unnecessary things to “Red tag Holding
Areas“
5. Decision Making
6. Listing all unnecessary things in the Unused Article
List
7. Listing all necessary things in the Shop Stock List
* Sort-Red Tag
01-79
81. 01-80
Example of Red Tag Items
Obsolete
equipment
Unused
machinery or
equipment
Doubtful item
* Sort-Red Tag
82. 81
Disposal of unnecessary items
Holding Area
Holding Area Holding Area
B
StorageOffice
A
* Sort-Red Tag
83. 82
* Sort-Planning Stage
1. 5S organization structure
2. Recognition of current condition
3. Activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off
86. *Sort-Red Tag
01-85
“Red Tagged” Item
An item with red tag is asking three questions;
Is this item needed?
If it is needed, is it needed in this quantity?
If it is needed, does it need to be located here?
Red tag item is subject to;
Hold in a “Red Tag Holding Area” for certain time period to see
whether they are needed.
Disposed of.
Relocated.
Left exactly where they are.
87. *Set-In-Order - Decision of location and method
First In First Out FIFO
Setting Set-In-Order Rule
Visual management
01-86
91. There are two types of indication.
Indication by classification
Indication by location [Process, Production line, Partition]
Scissors
Spanner
Pliers
Pincher
Spanner
Indication by classification
Common tools Cart Cart
Indication by location
*Set-In-Order -Decision of display method
01-90
98. 5S assignment map. (Layout chart)
Carrying-in
route for
materials
Material
Block
Admin. &
Accounting
Block
Sales Block
Painting
Block
Shipping
BlockMachining
Block
Machining
Block
Stock Room
Warehouse
Rest Room
Packing
Block B YYYY
Block A
XXXX
Block 1
Production
Block B
YYYY
Block B
Finished
Goods
RM
Block
Production
Block
Production
Block A
Sample
Maintenance
Block
**Determine shine assignments
1. Demarcation for each teams
2. Who is responsible for each block
99. **Determine shine assignments
A 5S schedule should include at list
1. Who is responsible
2. Which area
3. Which days and time allocated
01-98
100. Type of cleaning Time
Frequency
(timing)
Responsibility
Daily cleaning 5 – 10 min.
Minor operation
before/after working
hour at each shop
Team A, Team B
Weekly cleaning 15 – 30 min. Weekend Mr. X and Mr. Y
Monthly cleaning 30 – 60 min. End of month All employee
General cleaning several
times a year
2 – 4 hrs.
Before consecutive
holidays
All employee
Location which is not
easy to clean
1 – 2 days
In case of necessity for
assistance request to
other division
Team C
Ex shine schedule
**Determine shine assignments
01-99
101. ** Determine shine methods
Determine shine methods
Choosing targets and tools:- define what will be
cleaned in each area and what supplies and
equipment will be used
Perform the five minute shine:- cleaning should
be practiced daily and should not require a lot
time
Creating standards for shine procedure:-
peoples needs to know what kinds of procedure
to follow in order to use their time efficiently;
Otherwise, they are likely to spend most of their
time getting ready to clean
01-100
102. Visual sense
•dirt
•Breakage
•Missing parts
•Oil leakage
•Water leakage
Tactile sense
•Heat
•Overcooling
•Bolt/nut loosening
Smell sense
•Abnormal odor
Hearing sense
•Abnormal sound
Developing Inspecting methods
(How and When)
** Determine shine methods
01-101
