5S is a system with five steps - Sort, Set in Order, Shine, Standardize, and Sustain - aimed at reducing waste and optimizing productivity through visual workplace organization. Many manufacturing facilities have adopted 5S as part of continuous improvement efforts. While initially focused on simple housekeeping, 5S can be expanded to engage employees at all levels and turn into a broader management practice when implemented properly with persistence and discipline over time. The 5S steps establish clear locations for all tools and materials, maintain cleanliness through standardized processes, and sustain an organized workplace through visual controls and regular audits.

1. GOOD HOUSEKEEPING FOR
ENHANCING PRODUCTIVITY, QUALITY,
AND SAFETYAT THE WORKPLACE
PRESENTED BY : Dr. Eng. Ansarullah Lawi

2. Many manufacturing facilities have opted to follow the path towards a “5S” workplace
organizational as part of continuous improvement or lean manufacturing
processes. 5S is a system to reduce waste and optimize productivity through
maintaining an orderly workplace and using visual cues to achieve more consistent
operational results. The term refers to five steps – sort, set in order, shine,
standardize, and sustain – that are also sometimes known as the 5 pillars of a visual
workplace.
I know a few of you with knowledge of 5S may not believe this. You may wonder how 5S
can become an enterprise movement. The answer is that usually people implemented
5S methodology cannot do much beyond housekeeping. But what I have realized,
when I was part of 5S Committee, is that with a bit of tweaking, it can be converted to
a management practice that can engage the attention of all hierarchies of the
organization, from top level management to the process operator.
5S is easily understood but difficult to be implemented properly. Persistence, hard
work, discipline are required. It will not shown dramatically changed. However, slowly
but surely it will make our work easier in a professional way in term of productivity and
quality. .
INTRODUCTION
Batam, 10th June 2017
5S is a foundation to build
employees behavior eliminating
waste in their workplace

3. HISTORY & PURPOSE (10 MIN.)
Discovery, milestone, and background of 5S.
Meaning & Why 5S?
PHILOSOPHY & BENEFITS (10 MIN.)
The Way of 5S
Magic of 5S System
PRESENTATION AGENDA
Plan of the covered discussion topics, study cases, discussion, etc Incl. estimated duration time

4. SUCCESSFUL WORKPLACE
ORGANIZATION (5 MIN.)
The Visible 5S
STEP 1: SORT (10 MIN.)
Clearing the work area.
STEP 2: SET (10 MIN.)
Designated Locations.

5. STEP 3: SHINE (10 MIN.)
Cleanliness and Workplace Appearance
STEP 4: STANDARDIZE (10 MIN.)
Everyone Doing Things the Same Way.
STEP 5: SUSTAIN (10 MIN.)
Ingrain it in the Culture.

6. SUMMARY (5 MIN.)
Recapping Key Points.
ADDITIONAL REFERENCES (10 MIN.)
5S is everywhere (Benchmark).
CLEANER PRODUCTION – Q&A (90 + 30 MIN.)
Other Topics and Discussions

7. HISTORY
Discovery, milestone, and background of 5S
1
2 3 4 5
Katana
Wakizash
i
Tanto
Hiroyuki Hirano
Integrity
Respect
Courage
Honor
Compassion
Honesty & Sincerity
Duty & Loyalty
After WW-2 Dr. W. Edwards Deming, began
working with the Japanese and developed the
quality circle concept during the early 1960.
20 years later Japanese (Ishikawa, Imai, Toyoda,
Ohno, Shingo, Taguchi, Kano, & Nakajima) started
to introduce 7-tools, Kaizen, JIT, Kanban, SMED,
TPM, etc.
Those concept were successfully booming and
had expanded to more than a million
organizations.
5S is a platform management system, acronym
of seiri, seiton, seiso, seiketsu, and
shitsuke. The early versions were famously
based on 2-S only (seiri, seiton), found on
all over Japan. Then became 3-S (Suehiro,
1981) and 4-S by Ohno (1988).
On 1995, Hirano introduces the complete 5-S
to complement and integrated with the root of
JIT basics e.g. zero defects, cost reduction, etc.
In parallel with the use of TPM, most Japanese Factory use
the 5S on their firms.
P – D – C - A

8. PURPOSE
Meaning & Why 5S?
JAPANESE INDONESIAN ENGLISH
5S 5R 5S 5P 5K 5S
1S Seiri Ringkas Sortir Sisih Pemilahan Ketertiban Sort
2S Seiton Rapi Susun Susun Penataan Kerapihan Set in Order
3S Seiso Resik Sapu Sasap Pembersihan Kebersihan Shine
4S Seiketsu Rawat Standarisasi Sosoh Penjagaan Kelestarian Standardize
5S Shitsuke Rajin Swa-disiplin Suluh Penyadaran Kedisiplinan Sustain
1
2 3 4 5
 5 S is a system to reduce waste and optimize productivity through
maintaining an orderly workplace and using visual cues to achieve
more consistent operational results.
 The practice of 5S aims to embed the values, of organization,
neatness, cleaning, standardization and discipline into the workplace
basically in its existing configuration, and it is typically the first lean
method implemented by firms
 Toyota used 5S as starting point of combining autonomous (operator-
owner) and inventory optimization to achieve highest quality, cost, &
delivery
The 5S concept is easy for everyone to
understand because:
• It does not require the understanding
of difficult terminologies.
• It is simple, driven by logic and natural
to human behavior.
• It is within the reach of all type and
size of industry or organization.

9. PHILOSOPHY
The Way of 5S
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
Set
Shine
Sort
Standard
Sustain
5S is not just about housekeeping, but concentrating on maintaining the
standards & discipline to manage the organization.
Kaoru Kobayashi
(5S Expert)
The original concept of 5S has
both socio-historical and
philosophical roots
(Kobayashi, 2008). Many of the
practices in Japan are often
denoted 5S by do (way:
philosophy) and jyutsu
(techniques), such as
kendo(philosophical) / kenjyusu
(technique) or similarly judo /
jujyutsu which are intended to
train the body and mind through
discipline.
5S tends to be recognized as a
philosophy in Japan, but in the other
hand it is likely to be considered as a
technique or tool in the UK and US.
1
2 3 4 5

10. BENEFITS
Magic of 5S System
People
Increased safety & ergonomics
Increased ownership and sense of pride
Easier maintenance
Cleaner work environment
Continuous Improvement Process
Cost
Reduced Non-Value Added activities
Subsequent improvements more
effective
Velocity
Meet customer demand
Reduced set-up time
Fewer breakdowns
Workplace efficiency improvement
Quality
Easier identification of abnormalities
Foundation for standard work
I
M
P
R
O
V
E
1
2 3 4 5
Zero Waste (Lower Costs & Higher Capacity), Zero Injuries (Improved
Safety), Zero Breakdowns (Better Maintenance), Zero Defects (Higher
Quality), Zero Changeovers (Product Diversification), Zero Delays
(Reliable Deliveries), Zero Complaints (Greater Confidence
and Trust), Zero Red Ink (Corporate Growth). 8 Benefits

11. The Visible 5S
 Verify what
is needed
 Eliminate non-
essential tools
and materials
 Put each item in
its optimal place
 Employ visual
management
 Optimize part
presentation and
tool storage
locations
 Clean the area
and equipment
 Establish a
cleaning program
 Identify
opportunities for
safety and
ergonomic
improvements
Maintain and
improve the
first three steps by
– Providing
standard
procedures and
check-lists
– Using visual
controls
 Employ systems
to monitor
compliance and
to ensure that
5S becomes
part of the
culture
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
SUCCESSFUL WORKPLACE ORGANIZATION
1
2 3 4 5
There is no such thing as a problem-free factory! What makes the excellent
factories different
is that when they find a
problem, they move
immediately to
solve it.
While the 5S’s stand as
the foundation for improvement,
the “visible 5S’s” are what the
5S’s must become in order to be
preserved (maintain)
 Red Tag  Labeling
 Tool Board /
Shadow Board
 Color Coding
 Foot printing
Standard Work
 Daily Checklist
Visual Mgt
 5S Audit Results
 Reinforcement

12. STEP 1: SORT
Clearing the work area.
 Remove items that do not support current production plan.
 Eliminate non-essential tools and materials.
 Identify non conforming parts – including contaminated parts – that
are not needed in the area or have suspect quality due to
contamination
 It is not just throwing out unneeded items or re-arranging items.
 It is leaving only what is absolutely necessary.
 Any unnecessary part of the item placed other side should be
brought back to its original position.
 Tools of material which lie on production floor should be in the tool
floor.
 Use Red Label or Red to all the unnecessary items for its recognition
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
1
2 3 4 5

13. SORT: ESTABLISH THE RULES
Red Tag
Items to keep
 Safety equipment
 Used daily
 Support production
 Correct quantity
Items to store offline
 Needed at a later date
 Excess quantity
Items to remove
 Never used
 Not required for production
 Worn & broken tooling
 Duplicates
 Implements organization by putting Red Tags on items that need to be evaluated
to see if they are necessary.
 Red Tags ask:
– 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?
“When in doubt,
move it out!”
RED Tag it
Recap:
The goal of the first of the 5S’s, Sort, is to have only what is needed for the job in the work area.
The Sort phase applies to all work areas, manufacturing departments, service processes and offices
The red tag area should be an accessible place where
others not on the team can examine the items, confirm that
they do not need to be kept in the work area or discuss why
they think an item is needed in the work area.
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 Appropriately dispose of red tag items (recommend 30 days
maximum)

14. SORT: EXAMPLE
SORT References that can be Used
1
2 3 4 5
Holding Area
Before
After

15. STEP 2: SET
Designated Locations
 Put each item in its optimal place
 Employ visual management
 Optimize part presentation and tool storage locations
 Arrange all items so that anyone can easily find them, use them, and then put them
away again in the correct place.
 Eliminate the 8 Wastes.
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
1
2 3 4 5
Sets up visual controls to indicate at
a glance:
• how work should be done.
• what items are needed.
• which areas need access.
• where items belong.
Reduces waste and errors while:
• searching for needed items.
• using items.
• returning items.
 Locate tools, parts, equipment, machinery,
and jigs based on frequency of use.
 Store items that are used together in the
same place, in a sequence based on
function or product.
 Make storage places larger than tools.
 Identify aisles and areas that employees
and maintenance need access.
Implementation
Benefit

16. SET: VISUAL WORKPLACE
Visual elements help manage and maintain an efficient work space
By clearly displaying and putting things in their place, abnormalities are quickly identified.
1
2 3 4 5
A
Max Inventory (red)
Min Inventory
A-1
112
Address
Part #A-2
113
A-3
114
Shadow boards for tools
Signage
Adequate and visible
signage indicates:
 Potential hazards
 Traffic restrictions
 Location of equipment
 Location of area
 Status of area
Electronic Displays
Electronic displays help people
become proactive by providing up-
to-the-minute information on the
status of a process.
(Current unit in
process, Next unit in
process, Time
remaining, Process
statistics, etc)
Labeling
Labeling helps to
visually identify an
item’s placement.
Place items used less
frequently further away.
In the label, make sure to
include: Part number, Address,
Minimum and maximum quantity, etc
Shadow boards have a
simple outline to show
where hand tools go.

17. SET: EXAMPLE
SET References that can be Used
1
2 3 4 5

18. STEP 3: SHINE
Cleanliness and Workplace Appearance
1
2 3 4 5
 Identify opportunities for safety and ergonomic improvements
 Clean the area and equipment i.e. bins, shelves, and work
benches
 Establish a cleaning program and include maintenance
 Inspect for abnormalities, tag & promptly address
 Use standard guide for color coding
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
"A clean workplace enhances safety, quality, and pride"
A work environment that “shines” will:
– Reduce injuries from spills, shavings, etc.
– Make defects more obvious and less likely to occur from dirt or
shavings.
– Reduce machine breakdown and injuries because of increased
machine maintenance.
– Improve worker morale.

19. SHINE: IMPLEMENTATION
Cleaning/Inspect to Detect Issues
1
2 3 4 5
 Identify cleaning activities and routine
maintenance required.
 Develop a Cleaning Supply List for each area that
identifies the proper cleaning and collection tools.
 Develop standard operations and work standards.
 Implement a Daily 5S Checklist.
 Thoroughly clean the workplace.
 Tag and promptly repair items.
 Paint or refinish areas (if necessary).
 Establish standard work for cleaning.
 Involve EVERYONE to establish the right cleaning standards.
 Provide proper cleaning and collection tools.

20. SHINE: EXAMPLE
SHINE References that can be Used
1
2 3 4 5
"If it doesn't get dirty then it doesn't need to be cleaned"
"ItshouldlooklikeNEW!..."
Before After

21. STEP 4: STANDARDIZE
Everyone Doing Things the Same Way
 Provide standard procedures and checklists
 Incorporating sort, set, and shine into daily activities through standards.
 Making standards visual and obvious.
 Preventing setbacks to original states and future problems from
occurring.
Identify and eliminate waste Continuously Improve
Sort Shine Standardize SustainSet
1
2 3 4 5
 Standards make learning and sustaining simpler.
 Maintaining standards helps to identify problems when they occur and facilitates
root-cause problem-solving .
Benefit
 Clearly assign responsibility
for the maintenance of Sort,
Set, and Shine.
 Integrate 5S duties into
standard work.
 Use Visual Management
– In order to signal
abnormalities, establish
visual controls to indicate at a
glance the current 5S
conditions.
 Make the work “brief,
effective, and habitual.”
 Use checklists to see if
levels are being maintained
and improved.
Implementation
5S Checklist
• Determine Targets (Warehouse items, equipment, space)
• Determine Assignments (Develop a schedule to show who is responsible for cleaning areas and when)
• Determine Methods (Inspection before the shift, five-minute shines practiced daily, procedures for daily activities & needed tools)

22. STANDARDIZE: PREVENTION
Cleaning Schedule and Instruction.
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 RED = Incomplete
 GREEN = Completed
 Daily Tasks
• All Shifts - everyday
 Weekly Tasks
 Rotated weekly by shifts
 Audits
 Supervisors check status
at each machine
Prevent unneeded items from…
• Accumulating (Preventative Sorting)
• Having to be put back (Preventative
Setting)
• Getting dirty (Preventative Shining)
5 Whys and 1 How Approach
• Expose the root cause of the
problem by repeatedly asking why it
occurred and how it can be fixed
5 Whys and 1 How (5W1H)
Q: Why mop the floor every day?
A: Because oil collects on the
floor.
Q: Why does oil collect on the
floor every day?
A: Because there’s a leak from
the drill press machine.
Q: Why is there a leak from the
drill press machine?
A: Because oil is leaking from a
valve.
Q: Why is oil leaking from a
valve?
A: Because it’s broken.
Q: Why hasn’t the valve been
replaced?
A: Because we didn’t notice that
it was broken.
Q: How can we coordinate
getting that valve fixed?
A: The maintenance team will
order the part.

23. STANDARDIZE: EXAMPLE
STANDARDIZE References that can be Used.
1
2 3 4 5
Preventative Sort & Set
Preventative Shine

24. STEP 5: SUSTAIN
Ingrain it in the Culture
1
2 3 4 5
 Use systems to monitor compliance and to ensure that
5S becomes part of the culture.
 Employ visual management.
 Maintaining the 5S program through discipline,
reinforced by education and communication.
 Following the right procedures.
Identify and eliminate waste Continuously Improve
Sort Set Shine Standardize Sustain
 Continued recognition and
reinforcement for sorting,
setting, shining, and
standardizing.
 5S process becomes part of
workers daily work habits
and company culture.
Benefit
 Conduct 5S audits to uncover 5S abnormalities.
 Determine root cause(s) of any 5S abnormalities.
 Implement countermeasures for abnormality
prevention.
5S Audit Process
5S
Com-
peti-
tion

25. Leadership is the key
SUSTAIN: IMPLEMENTATION
 Management at all levels must demonstrate
commitment
 Section Managers must ensure that the
shop floor meets 5S standards during shift
operations and at the end of each shift
 Use 5S Audit for monitoring adherence
 Quantify and display results of workplace
inspections
 Make sure employees are aware and
understand the importance of 5S.
 Allow enough time to perform 5S in daily
schedule.
 Keep the program structured.
1
2 3 4 5
 Leadership sets the example:
– Spv. conduct daily checklist reviews.
– All levels participate in audits.
• Spv./Team lead – Monthly
• Manager – Quarterly
• General Manager – every 6 months
– All levels ensure countermeasures are
implemented.
 Recognize results and reinforce efforts.
 Maintain the initial momentum of area
improvement.
 Promote positive results in company
communications.
 Remember: Management must lead by
example
 We should all take pride in what we do
and have a competitive spirit.

26. SUSTAIN References that can be Used
SUSTAIN: EXAMPLE
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2 3 4 5
Making a round tour of workplace
Poster and Slogan
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

27. SUMMARY
Recapping Key Points
1
2 3 4 5
5S is:
– Standard Work to organize the workplace
– Process that identifies and eliminates waste
– The foundation for process stability
– A critical key to building a successful
continuous improvement environment
– Is not a one-time event – it is a discipline
1. Establish a Red Tag area
2. Establish baseline with 5S Score Sheet
3. Determine resources needed
4. 5S entire project area
5. Evaluate area using the 5S Score Sheet
6. Conduct root cause analysis / establish
countermeasures / fail proofing
7. Repeat steps 4-6 to improve score
8. Post evaluation on metric board
9. Determine audit cycle
10. Update facility layout
 Integrate 5S into the improvement plans
(proactive approach)
 Apply 5S “narrow and deep” – select a small
area where you can apply all
5 steps before moving to the next area
 See 5S through to completion; otherwise it
will unravel over time
ImplementtheProcess

28. ADDITIONAL REFERENCES
5S is everywhere (Benchmark)

29. THANK YOU
Appendix
5S
Audit
Tool