5S – Seiri , Seiton , Sesio, Seiketsu, Shitsuke 5S began as part of the Toyota Production System (TPS), the manufacturing method begun by leaders at the Toyota Motor Company in the early and mid-20th century Its consider as a foundational part of the Toyota Production System because until the workplace is in a clean, organized state, achieving consistently good results is difficult A messy, cluttered space can lead to mistakes, slowdowns in production, and even accidents, all of which interrupt operations and negatively impact a company The first step of 5S, Sort, involves going through all the tools, furniture, materials, equipment, data, application etc. in a work area to determine what needs to be present and what can be removed. Some questions to ask during this phase include: • What is the purpose of this item? • When was this item last used? • How frequently is it used? • Who uses it? • Does it need to be here? These questions help determine the value of each item. A workspace might be better off without unnecessary items or items used infrequently. These things can get in the way or take up space. When a group has determined that some items aren't necessary, consider the following options: Give the items to a different department Recycle/throw away/sell the items Put items into storage For cases when an item's value is uncertain -- for example, a tool hasn't been used recently, but someone thinks it might be needed in the future — use the red tag method Location 2) Description 3) Name of person applying the tag 4) Date of application Then the item is placed in a "red tag area" with other questionable items. If after a designated amount of time (perhaps a month or two) the item hasn't been used, it's time to remove it from the workspace. It's not worth hanging onto things that never get used since they just take up space. Example :- Mobile application shows the app and last when used Application not used for more than 6 months –---- as question do we need that application Once the extra clutter is gone, it's easier to see what's what. Now work groups can come up with their strategies for sorting through the remaining items. Things to consider: • Which people (or workstations) use which items? • When are items used? • Which items are used most frequently? • Should items be grouped by type? • Where would it be most logical to place items? Would some placements be more ergonomic for workers than others? Would some placements cut down on unnecessary motion? • Are more storage containers necessary to keep things organized? During this phase, everyone should determine what arrangements are most logical. That will require thinking through tasks, the frequency of those tasks, the paths people take through the space, etc. Businesses may want to stop and think about the relationship between the organization and larger Lean efforts. What arrangement will cause the least amount of waste? In Lean manufacturin

1. Quality Journey by Nilesh Jajoo
Quality Journey
5S – Seiri , Seiton , Sesio, Seiketsu, Shitsuke

2. Quality Journey by Nilesh Jajoo
5S
5S began as part of the Toyota Production System (TPS), the manufacturing method begun by leaders at the Toyota
Motor Company in the early and mid-20th century
Its consider as a foundational part of the Toyota Production System because until the workplace is in a clean, organized
state, achieving consistently good results is difficult
A messy, cluttered space can lead to mistakes, slowdowns in production, and even accidents, all of which interrupt
operations and negatively impact a company
Seiri
Sort
Seiton
Set in Order
Seiso
Shine
Seikestu
Standardize
Shitsuke
Sustain

3. Quality Journey by Nilesh Jajoo
Benefits of 5S
• Reduce Cost
• Higher Quality
• Increased Productivity
• Greater employee satisfaction
• A safer work environment

4. Quality Journey by Nilesh Jajoo
Sort
The first step of 5S, Sort, involves going through all the tools, furniture, materials, equipment, data, application etc. in a
work area to determine what needs to be present and what can be removed. Some questions to ask during this phase
include:
• What is the purpose of this item?
• When was this item last used?
• How frequently is it used?
• Who uses it?
• Does it need to be here?
These questions help determine the value of each item. A workspace might be better off without unnecessary items or
items used infrequently. These things can get in the way or take up space.
When a group has determined that some items aren't necessary, consider the following options:
• Give the items to a different department
• Recycle/throw away/sell the items
• Put items into storage
……………………………

5. Quality Journey by Nilesh Jajoo
Sort
For cases when an item's value is uncertain -- for example, a tool hasn't been used recently, but someone thinks it
might be needed in the future — use the red tag method
1) Location 2) Description 3) Name of person applying the tag 4) Date of application
Then the item is placed in a "red tag area" with other questionable items. If after a designated amount of time
(perhaps a month or two) the item hasn't been used, it's time to remove it from the workspace. It's not worth hanging
onto things that never get used since they just take up space.
Example :- Mobile application shows the app and last when used
Application not used for more than 6 months –----
as question do we need that application

6. Quality Journey by Nilesh Jajoo
Set in Order
Once the extra clutter is gone, it's easier to see what's what. Now work groups can come up with their strategies for sorting
through the remaining items. Things to consider:
• Which people (or workstations) use which items?
• When are items used?
• Which items are used most frequently?
• Should items be grouped by type?
• Where would it be most logical to place items?
• Would some placements be more ergonomic for workers than others?
• Would some placements cut down on unnecessary motion?
• Are more storage containers necessary to keep things organized?
During this phase, everyone should determine what arrangements are most logical. That will require thinking through
tasks, the frequency of those tasks, the paths people take through the space, etc.
Businesses may want to stop and think about the relationship between the organization and larger Lean efforts. What
arrangement will cause the least amount of waste?

7. Quality Journey by Nilesh Jajoo
Set in Order
In Lean manufacturing, waste can take the form of:
• Defects
• Waiting time
• Extra motion
• Excess inventory
• Overproduction
• Extra processing
• Unnecessary transportation
• Unutilized talents
For 5S, specifically consider how the layout and organization of an area could increase/decrease waiting time, motion, and
unnecessary transportation.

8. Quality Journey by Nilesh Jajoo
Shine
Among the 5S steps, shine can be the most difficult to relate from its abbreviation to what the step involves. While shine
implies that cleaning should take place, the completion of the step means more than a one-time cleaning.
As with the set-in-order step, the end includes the creation of a visual plan about how to maintain the shine. In addition, the
cleaning and the plan necessitate inspection of spaces and equipment.
If there’s anything that requires attention, then the shining should reveal it so that the proper maintenance can be done —
ideally as soon as an issue is noticed. Take advantage of the time in the shine step to consider changes that might make the
visuals that you created during the set-in-order step easier to read or see.
Shining the workplace might not sound exciting, but it's important. And it shouldn't just be left up to the janitorial staff. In
5S, everyone takes responsibility for cleaning up their workspace, ideally daily. Doing so makes people take ownership of the
space, which in the long run means people will be more invested in their work and the company.

9. Quality Journey by Nilesh Jajoo
Standardize
Once the first three steps of 5S are completed, things should look pretty good. All the
extra stuff is gone, everything is organized, spaces are cleaned, and equipment is in
good working order.
The problem is, when 5S is new at a company, it's easy to clean and get organized…and
then slowly let things slide back to the way they were. Standardize makes 5S different
from the typical spring-cleaning project. Standardize systematizes everything that just
happened and turns one-time efforts into habits. Standardize assigns regular tasks,
creates schedules, and posts instructions so these activities become routines. It makes
standard operating procedures for 5S so that orderliness doesn't fall by the wayside.
Depending on the workspace, a daily 5S checklist or a chart might be useful. A posted
schedule indicating how frequently certain cleaning tasks must occur and who is
responsible for them is another helpful tool.

10. Quality Journey by Nilesh Jajoo
Sustain
Once standard procedures for 5S are in place, businesses must perform the ongoing work of maintaining those procedures
and updating them as necessary.
Sustain refers to the process of keeping 5S running smoothly, but also of keeping everyone in the organization involved.
Managers need to participate, as do employees out on the manufacturing floor, in the warehouse, or in the office.
Sustain is about making 5S a long-term program, not just an event or short-term project. Ideally, 5S becomes a part of an
organization's culture. And when 5S is sustained over time, that's when businesses will start to notice continuous positive
results.

11. Quality Journey by Nilesh Jajoo
5S Training
1. To help sustain 5S practices, make sure all new employees (or employees who switch departments) receive training
about their area's 5S procedures.
2. Keep things interesting. Look at what other companies are doing with 5S. New ideas for organization can keep things
improving and keep employees engaged
3. 5S & Visual Communication -- A key part of 5S is that it makes spaces cleaner and therefore easier to navigate. That
means people can more easily get their work done. Visual communication tools such as labels, floor markings, cabinet
and shelf markings, and shadow boards can make navigating spaces even simpler
Floor Marking Tape Labels and Signs Shadow boards & Toolbox Foam

12. Quality Journey by Nilesh Jajoo
Sample Visual Format

13. Quality Journey by Nilesh Jajoo