2. 5 S PHILOSOPHY !!
• A way of organizing and managing the workspace and work flow
with an intent to improve efficiency by eliminating waste,
improving flow and reducing process unreasonable-ness. It is also
for improvement of working environment.
• It is considered as tool for Total Employee Involvement ( TEI)
under TQM
• It is also experienced as Mother of all improvement!!
3. HISTORY SO FAR
• Internet company called Quality assurance Solutions reveals
that the history of 5S goes back as far as the 16th Century and
Venice shipbuilders.
• First of all introduced in1972 by Henry Ford in the united states
as the “can-do” programme: cleaning up, arranging, neatness,
discipline and ongoing improvement.
• From there, it was Sakichi Toyoda and son Kiichiro as well as
Toyota engineer Taiichi Ohno who developed the 5S Methodology
or what they called the Total Production System or TPS after
World War II.
• The technique was popularized as ‘Japanese 5S’ in 1980 by
Hiroyuki Hirano.. In Japan it is also called ‘work place
management, Just In Time ’. Service industry started to use “5S”
in 1990’s .
• In India the 5S Concept was introduced by Aditya Birla Group at
Cement Plant at Mandsaur (M.P.).
6. What is 5S ?
5S represents 5 disciplines
for maintaining a visual workplace (visual controls and
information systems).
These are foundational to Kaizen (continuous
improvement) and a manufacturing strategy based
"Lean Manufacturing" (waste removing) concepts.
5S is one of the activities that will help ensure
any company’s survival.
7. 5S
1. Sort - All unneeded tools, parts and supplies are
removed from the area
2. Set in Order - A place for everything and everything is
in its place
3. Shine - The area is cleaned as the work is performed
4. Standardize - Cleaning and identification methods are
consistently applied
5. Sustain - 5S is a habit and is continually improved
Also - Work areas are safe and free of hazardous or
dangerous conditions
8. The ‘S’ Japanese Word What is involved Objective
1S
SEIRI
(Sorting Out)
Segregate necessary from
unnecessary
Remove what is not required
Decide on frequency of sorting
Saving and recovering
Space
2S
SEITON
(Systematic
Arrangement)
Arranging in order
Place for everything, Everything in
its place
Minimizing search time
3S
SEISO
(spic and Span)
Cleaning the work place/
equipment
Attaining the warning bell
Inspecting for problems
Taking corrective actions
faster
4S
SEIKETSU
(Standardization)
Working Methodology
(Procedures & WI)
Achieving higher
productivity and better
quality
5S
SHITSUKE
(Self Discipline)
Forming the habit in form of
Training and Discipline
Doing it right at First Time
9. Sort for . . .
Not Needed at All
Needed but not Now
Needed but not here
Needed but not so much Quantity
1 ‘ S’
WANTED UNWANTED
1S – SEIRI : SORTING
10. RED TAG TECHNIQUE
• Give staff red labels
• Ask staff to go through every item in the work place
• Ask if needed & those that are needed, in what quantity
• Not needed red tag it
• Store in the red tag area
RED
TAG
11. For wavering items
• Place the suspected items in the red tag area for one
week
• Allow the staff to reevaluate the needed items
• At the end of week those not need items should be
returned to stores.
12. WHAT IS RED-TAGGING STRATEGY?
It is a means of implementing
organisation by labelling all unneeded
items with conspicuous red tags.
RED-TAGGING STRATEGY
(WASTE IDENTIFICATION)
13.
14. PRIORITY FREQUENCY OF USE HOW TO USE
Low Less than once per
year
Once per year
Throw away
Store away
from the
workplace
Avg. Once per month
Once per week
Store together
but offline
High Once Per Day Locate at the
workplace
1. Organization/ Segregation / Sorting(SEIRI)
15. 15
Frequency of use Storage Method
*Things you have not used
in the past one year
Throw them out
*Things you have used once
in the last 6-12 months
Store at distance OR
Keep in store
LOW
*Things you have used only
once in the last 2-6 months
Store it in central place
in your zone
*Things used more than once
a month
Store it in central place
in your zone
HIGH *Things used once a week Store near the workplace
*Things used daily or hourly Store near the workplace
Organization
16. Seiri = Sorting
16
Dealing with papers
How to Reduce Papers
on Your Table ?
1. Make a single pile of papers
2. Go through them and sort in
following categories
a) Immediate action
b) Low priority
c) Pending
d) Reading material
e) For information
17. Seiri = Sorting
17
Dealing with papers
How to Reduce Papers
on Your Table ?
4 D Principle
DO
DELEGATE
DELAY
DUMP
18. 2 ‘S’
Seiton : Systematic Arrangement
Arranging things in systematic way
19. 2 ‘S’ – In our body there is a fixed place for every organ.
2 ‘ S’ - SEITON
20. 2. ORDERLINESS/Set in Order(SEITON)
• Once you have eliminated all the unneeded items
• Now turn to the left over items.
• Place the needed at the right place, in right Quantity. i.e.
specific place, specific item, specific quantity.
• Place to be decided on the basis of uses / operation
needs.
21. SET IN ORDER / ORDERLINESS(SEITON)
Organise layout of tools and equipment
• Designated locations
• Use tapes and labels
• Ensure everything is available as it is needed and at the
“point of use” (Strong system to ensure
replenishment of the items in time)
•System to be In place & In Use
22. ORDERLINESS(SEITON)
Workplace Checkpoints:-
•Positions of walkways and storage places
clearly marked?
•Tools classified and stored by frequency
of use?
•Pallets stacked correctly?
•Safety equipment easily accessible?
•Floors in good condition?
23. SIGNBOARD STRATEGY
It is a method for indicating what(Item Names)
where(Location) & how many (Quantity) and where to make
the factory more tidy & visual.
Inventory:
Where – Place Location
Section Indicator
Address Indicator
What – Item Indicator
Item Placement Indicator
Item Indicator
How Many – Quantity Indicator
Large Quantity
Small Quantity
conti..
24. SIGNBOARD STRATEGY
MACHINE:
Machine & Equipment indicators
Hanging
Posted
Indicating Name of Work Area, Name of Machine, Process,
Make & Date of Acquisition ( in some cases Capacity also)
25. STEPS OF SIGNBOARD STRATEGY
STEP – 1
Determine Location:
While identifying the specific location (even rack shelves) for
the item we must consider –
Items used at the location / work place.
Frequency of uses.
closeness to the operator
Hard to carry & easy to carry
45 degree rule.
STEP – 2
Prepare the Location:
Preparing cabinet, shelves for specific item needs and FIFO
friendly settings. If needed roller conveyor or other effective
device may be used.
26. STEPS OF SIGNBOARD STRATEGY
STEP – 3
Indicate Location:
Location to be indicated in such a way that it direct that in the
factory where this item belongs and specific address within that
work area (shelf, cabinet & shelves).
STEP – 4
Indicate Item Name:
After cabinet, shelves for specific item needs its Name, Item
code no. and other details to make it more visual. Right way to
store / place the item, different levels in colour coding.
27. STEPS OF SIGNBOARD STRATEGY
STEP – 5
Indicate Quantity:
Indicate the MRM Quantity visually in signboard / shelves etc.
Some innovative ideas may be used to implement Poke-Yoke
so that inventory don’t pile up.
STEP – 6
Making Orderliness a Habit:
To sustain the Signboard strategy this is to be in built into the
daily practices so that the workplace does not go back to
disorder. So we need to focus on –
Easy to maintain the orderliness.
Make ‘5S’ a daily routine.
28. • One step rule:
Ideally nothing stored more than a step away.
Improve efficiency by eliminating time lost looking for items.
• 30 second rule:
Organize workplace to allow any tool, information or material to be
located and retrieved within 30 seconds. This includes computer
files!
• 45 degree rule:
Immediate work area layout to minimize twisting.
• Strike zone rule:
Store things above the knees and below the chest.
• The higher the pounds, the closer to the knuckles:
Locate heavy items to eliminate bending, stooping or unnecessary
arm movements during lifting.
Criteria to help effective configuring
28
30. PAINTING STRATEGY
Divider Lines - separating Walkways & Operation Area
Operation Area - Green
Walkways – Fluorescent Orange
Divider Lines – Yellow – 10 cm.
Entrance and Exit Lines – 10cm. Broken Line.
Direction Line – Yellow Arrow
Door Range line – Yellow – 10cm Broken Line.
In process Inventory Place Mark – White - 5cm.
Operation Place Mark – White Corner Line – 5cm.
Defective Goods Mark – Red Line – 3 cm.
Tiger Mark – Yellow & Black strip.
31. PAINTING STRATEGY
Pipe Lines in the Factory Area
As described by BIS for all pipes i.e. Hot Water,
Steam, Normal Water, Chilled Water, Compressed
Air etc.
35. 3 ‘ S’ - SEISO
3 ‘S’ – We keep our body clean everyday by having bath
and cutting nails etc
36. SEISO = Cleaning
Meaning Cleaning trash, filth, dust and other foreign
matter. Cleaning as a form of Inspection
36
Activity - Keep workplace spotlessly clean
- Inspection while cleaning
- Finding minor problems with cleaning inspection
Success - Reduction in machine down time
Indicator - Reduction in no. of accidents
37. Seiso = Cleaning
37
• Here cleaning means more than just keeping
things clean. Cleaning should be viewed as a
form of Visual Inspection
• Preventive measures should be taken to tackle
problems of dust, grim, burrs, leakage etc.
Root cause of the problem should be identified
and it should be eliminated
38. Seiso = Cleaning
38
5 Minutes Every day for cleaning
• Devote 5 minutes everyday for cleaning your
work area
• Participation of everyone is required
• Attack hard to clean places regularly
39. Seiso = Cleaning
39
SL.No CHECKLIST TICK
1 Check Floors are clean
2 Check Work areas are clean
3 Check walls are clean
4 Check Pillars and Ceiling are clean
5 Check Windows are clean
6 Check Rooms and Electrical lights are clean
EXAMPLE : PREPARE CHECKLIST FOR CLEANING
42. 4 ‘S’ – In every human being the structure of fingers are
same I.e. Standardised. If it is not so, then we call it is
abnormal.
4 ‘ S’ - SEIKETSU
43. SEIKETSU = Standardization
Meaning Setting up standards / Norms for a neat, clean,
workplace and details of how to maintain the
norm (Procedure)
43
Activity - Innovative visual management
- Colour coding
- Early detection of problem and early action
Success Increase in 5S indicator
Indicator
44. SEIKETSU = Standardization
Japanese Meaning :
Dictionary meaning
“unsoiled things, purity and cleanliness”
Clean manners ,
Clean cloths, clean politician
It is the proof that 3 S’s are being faithfully
carried out.
44
45. SEIKETSU = Standardization
Tools used for analysis :
MTTR : Mean Time To Repair Recover
MTBF : Mean Time Between Failures
OEE : Overall Equipment Efficiency
45
46. Seiketsu = Standardization
46
Points to remember in making visual
control tools
1. Make them easy to see from distance
2. Put the display on the things
3. Everyone can tell what is right and
what is wrong
4. Anybody can follow them and make
necessary corrections easily
5. Work place should look brighter &
orderly
47. Seiketsu = Standardization
47
Some everyday visual management
examples
Traffic signal
Zebra crossing
In car - Petrol indicator
- Speed indicator
Direction arrows
Electric danger sign etc.
50. ENSURE . . .
Procedure & Work Instruction are correct.
Standard are expressed in specific.
Visual Aids are used.
Train at all levels.
Work ethics for effective management.
Transparent & Discipline work culture.
51. 5 ‘S’ – Every human body has its standard process which
they maintain.
5 ‘ S’ - SHITSUKE
52. SHITSUKE = Self Discipline
Meaning Every one sticks to the rule and makes it a habit
52
Activity - Participation of everyone in developing good
habits
- Regular audits and aiming for higher level
Success High employee morale
Indicator Involvement of all people
53. SHITSUKE = Self Discipline
Japanese Meaning :
Dictionary meaning is
“learning of the manners”
“having manners, dressing neatly” OR
“training children for good customs”
53
54. SHITSUKE = Self Discipline
Activities :
5S Committee
5S Training
5S Competition / evaluation
5S Month
Posters , Literature etc.
54
55. Shitsuke = Self Discipline
55
We need everyone to maintain 5S
guidelines.
To maintain DISCIPLINE, we need to practice and
repeat until it becomes a way of life.
Discipline is the Core of 5S
56.
57. Some 5S Examples
Before 5S
After 5S - Cleaned, organized
and drawers labeled (less time
and frustration hunting)
