1. SORT
SHINE
SET IN ORDER
STANDARDIZE
SUSTAIN
Safety
Support
1
Eng. Mohammed Hamed Ahmed Soliman
Industrial Engineering Lecturer & Consultant
The American University in Cairo
Email: mhamed206@yahoo.com
: m.h.ahmed@ess.aucegypt.edu
Mob: +201001309903
Linkedin: eg.linkedin.com/in/mohammedhamed

2. Train Engineers with High Level of Criteria with Standard
Procedures.
Continuous Improvement for 5S Program.
Understand the ProfessionalTools & Materials required
for 5S Implementation Program.
Benefits of Adding More S!
Understand theVisualization Management Concepts.
Unique Ideas forVisual Controls.
2

3. 3
Eng. Mohammed HamedEng. Mohammed HamedEng. Mohammed HamedEng. Mohammed Hamed

4. Sustain Standardize
Shine
Sort Set in Order
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5. •Sort – The needed from the unneeded:
In this step you focus upon the identification of all items in a workplace which enables you to distinguish between
the essential and non-essential items.
•Set – The workplace in order:
In this step you identify the best location for each item, placing essential items in assigned locations. All non-
essential items are removed from the work area in question.
•Shine – The work area:
In this step you focus on creating a best practice approach to keeping the workplace clean and tidy at all times. The
principle requires that you ensure that regular housekeeping activities occur continuously during any given shift.
•Standardize – Activities:
Establish policies and procedures to insure 5S Implementation & improvement.
In this step you work to identify with the process employees the best procedures to use to ensure effective and safe
operation. These procedures become "law" and are applied diligently time and time again.
•Sustain – The 5S system:
In this step you focus your energies to ensure that all activities and changes which have been implemented stay
implemented. Actions such as continued cleaning of the workplace, the identification of potential non-compliant
activities and the reinforcement of approved activities are required to ensure the 5S activity remains beneficial.
•Safety- The Working Environment:
This is the 6th S with insure that all other 5S are meeting the safety requirements.
•Support- The Implementation:
Focusing on the budget, material and tools required to implement the other 6S plan
•Security- The Resources:
Focus on fixed assets (PP&E), material, human capital, brand equity, intellectual property, information technology,
assets-in-transit and the extended supply chain.
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6. Red tags help identify unused items
Sort refers to the practice of going through all the tools, materials, etc., in the work area and keeping
only essential items. Everything else is either stored offsite or discarded.This leads to fewer hazards and
less clutter.
‫ﻣ‬ ‫ﻭﺍﻟﺘﺨﻠﺺ‬ ‫ﺍﻟﻀﺮﻭﺭﻳﻪ‬ ‫ﺑﺎﻷﺷﻴﺎء‬ ‫ﻓﻘﻂ‬ ‫ﻭﺍﻻﺣﺘﻔﺎﻅ‬ ‫ﻏﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﻭ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﻣﺘﻮﺍﺟﺪ‬ ‫ﻫﻮ‬ ‫ﻣﺎ‬ ‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ ‫ﻧﻈﺮﻩ‬ ‫ﺗﺸﻤﻞ‬ ‫ﻣﻤﺎﺭﺳﻪ‬‫ﺷﻰء‬ ‫ﺃﻯ‬ ‫ﻦ‬
‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﻭﺍﻟﻔﻮﺿﻰ‬ ‫ﺍﻟﻤﺨﺎﻁﺮ‬ ‫ﻣﻦ‬ ‫ﻳﻘﻠﻞ‬ ‫ﻭﻫﺬﺍ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺣﻔﻈﻪ‬ ‫ﺃﻭ‬ ‫ﺃﺧﺮ‬.
Items to be discarded are placed
in a“local red tag area”for removal.
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7. The goal is to eliminate nonessential items from the workplace. Items are “red tagged” and stored in a
local red tag area for a specific period of time, typically five days. If not reclaimed by the work group,
items are then moved to one of the company’s central red tag areas. Here everyone can sift through the
items to see if there is anything they need.When items have been in the central area for a specific period
of time, the company disposes of them through resale, donation, recycling, or trash.
‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻜﺎﻥ‬ ‫ﻣﻦ‬ ‫ﺃﺳﺎﺳﻴﻪ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻘﻀﺎء‬ ‫ﻫﻮ‬ ‫ﻭﺍﻟﻬﺪﻑ‬,‫ﻫﻮﻳﺘﻬﺎ‬ ‫ﻣﺤﺪﺩ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻟﺒﻨﻮﺩ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻜﺮﻭﺕ‬ ‫ﻭﺿﻊ‬ ‫ﻳﺘﻢ‬)‫ﻻ‬ ‫ﺃﻡ‬ ‫ﻣﻬﻤﻪ‬(‫ﻭﻳﺘﻢ‬
‫ﻳ‬ ‫ﺑﺎﻟﻮﺭﺷﻪ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﻘﺎﻁﻬﺎ‬ ‫ﻳﺘﻢ‬ ‫ﻟﻢ‬ ‫ﻭﺍﺫﺍ‬ ‫ﺃﻳﺎﻡ‬ ‫ﺧﻤﺴﻪ‬ ‫ﻭﻋﺎﺩﻩ‬ ‫ﺍﻟﻮﻗﺖ‬ ‫ﻣﻦ‬ ‫ﻟﻔﺘﺮﻩ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﺎﺕ‬ ‫ﻣﺨﺼﺼﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺗﺨﺰﻳﻨﻬﺎ‬‫ﺍﻟ‬ ‫ﻧﻘﻠﻬﺎ‬ ‫ﺘﻢ‬‫ﻰ‬
‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﻪ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﺍﻟﻤﻨﺎﻁﻖ‬ ‫ﻣﻦ‬ ‫ﻭﺍﺣﺪﻩ‬.‫ﻳ‬ ‫ﺷﻰء‬ ‫ﻫﻨﺎﻙ‬ ‫ﻛﺎﻥ‬ ‫ﺍﺫﺍ‬ ‫ﻣﺎ‬ ‫ﻣﻌﺮﻓﻪ‬ ‫ﺍﻟﺒﻨﻮﺩ‬ ‫ﻓﻰ‬ ‫ﺍﻟﺘﺪﻗﻴﻖ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺠﻤﻴﻊ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻫﻨﺎ‬‫ﺃﻡ‬ ‫ﺤﺘﺎﺟﻮﻧﻪ‬
‫ﻻ‬.‫ﺍﻟﺘﺪﻭﻳﺮ‬ ‫ﺍﻋﺎﺩﻩ‬ ‫ﻭ‬ ‫ﺍﻟﻬﺒﻪ‬ ‫ﻭ‬ ‫ﺑﺎﻟﺒﻴﻊ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺑﺎﻟﺘﺨﻠﺺ‬ ‫ﺍﻟﺸﺮﻛﻪ‬ ‫ﺗﻘﻮﻡ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻟﻔﺘﺮﻩ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﺍﻟﻤﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻌﻨﺎﺻﺮ‬ ‫ﻫﺬﻩ‬ ‫ﺗﺒﻘﻰ‬ ‫ﻋﻨﺪﻣﺎ‬‫ﺍﻟﻤﻬﻤﻼﺕ‬ ‫ﺳﻠﻪ‬ ‫ﺃﻭ‬.
Establishing red tag criteria prevents confusion among workers and reduces wasted effort.The team should
discuss and create guidelines on how to decide what stays and what goes.
Frequency of use is the fundamental red tag criteria.To that end, a team may ask the following questions:
•What is this?
•When did you last use it?
• Is it critical or unique for the department?
• If its inventory, is this the minimal amount needed to keep up with the production
schedule?
‫ﺍﻟﻤﺠﻬﻮﺩ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﻭﻳﻘﻠﻞ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻟﺪﻯ‬ ‫ﻭﺍﺭﺗﺒﺎﻙ‬ ‫ﻓﻮﺿﻰ‬ ‫ﺣﺪﻭﺙ‬ ‫ﻳﻤﻨﻊ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬.‫ﻭ‬ ‫ﻣﻨﺎﻗﺸﻪ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﻔﺮﻳﻖ‬ ‫ﻭﻳﻨﺒﻐﻰ‬‫ﻣﺒﺎﺩﻯء‬ ‫ﻭﺿﻊ‬
‫ﻳﺬﻫﺐ‬ ‫ﻭﻣﺎ‬ ‫ﻣﺎﻳﺒﻘﻰ‬ ‫ﺗﺤﺪﻳﺪ‬ ‫ﻛﻴﻔﻴﻪ‬ ‫ﺑﺸﺄﻥ‬.‫ﺍﻻﺗﻴﻪ‬ ‫ﺍﻷﺳﺌﻠﻪ‬ ‫ﺍﻟﻔﺮﻳﻖ‬ ‫ﻳﻄﺮﺡ‬ ‫ﻓﻘﺪ‬ ‫ﺍﻟﻐﺎﻳﻪ‬ ‫ﻭﻟﻬﺬﻩ‬:
‫ﺍﻟﺬ‬ ‫ﺍﻷﺩﻧﻰ‬ ‫ﺍﻟﺤﺪ‬ ‫ﻫﻞ‬ ‫ﺍﻟﺴﺆﺍﻝ‬ ‫ﻓﻴﺘﻢ‬ ‫ﺍﻟﻐﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﻣﺨﺰﻭﻥ‬ ‫ﻣﻦ‬ ‫ﻫﻮ‬ ‫ﺍﻟﺠﺰء‬ ‫ﻫﺬﺍ‬ ‫ﻛﺎﻥ‬ ‫ﻭﻟﻮ‬ ‫ﻣﻬﻢ؟‬ ‫ﺃﻭ‬ ‫ﺣﺮﺝ‬ ‫ﻫﻮ‬ ‫ﻫﻞ‬ ‫ﺍﺳﺘﺨﺪﻣﺘﻪ؟‬ ‫ﻣﺮﻩ‬ ‫ﺃﺧﺮ‬ ‫ﻭﻣﺘﻰ‬ ‫ﺍﻟﺠﺰء‬ ‫ﻫﺬﺍ‬ ‫ﻣﺎ‬‫ﻯ‬
‫ﻻ؟‬ ‫ﺃﻡ‬ ‫ﻣﺘﻮﻓﺮ‬ ‫ﺍﻻﻧﺘﺎﺝ‬ ‫ﻳﺤﺘﺎﺟﻪ‬7

8. • Select a 5S application area and take “before” pictures.
• Review sorting criteria – recommended criteria are frequency of use, criticality, and
quantity needed for production.
• Create a red tag area – mark off a corner or space to identify it as the local red tag area.
•Tag, record, and move items to the red tag area – keep records so that the company can
track assets.
•Take “after” pictures of the uncluttered work area and red tag area.
• Items not reclaimed by the work group within a set amount of days are moved to the
company’s central red tag area.
‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬:
1-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻓﻰ‬ ‫ﺍﻟﺒﺪﺃ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﻭﺍﻟﺘﻘﺎﻁ‬ ‫ﺗﺮﺗﻴﺒﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺍﻭ‬ ‫ﺍﻟﻤﻨﻄﻘﻪ‬ ‫ﺍﺧﺘﻴﺎﺭ‬.
2-‫ﻟﻼﻧﺘﺎﺝ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﻭﺍﻟﻜﻤﻴﺎﺕ‬ ‫ﺍﻟﻤﻬﻤﻪ‬ ‫ﺍﻷﺟﺰﺍء‬ ‫ﻭ‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﻣﻌﺪﻝ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﺗﺤﺪﻳﺪ‬.
3-‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺩﺍﺧﻞ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺑﺎﻟﻌﻼﻣﺎﺕ‬ ‫ﺧﺎﺻﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻋﻤﻞ‬.
4-‫ﻭﺗﺴﺠﻴﻠﻬﺎ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻟﻤﻨﻄﻘﻪ‬ ‫ﻣﻔﻴﺪﻩ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻷﺷﻴﺎء‬ ‫ﺗﺤﺮﻳﻚ‬.
5-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬.
6-‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﻪ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﻟﻠﻤﻨﻄﻘﻪ‬ ‫ﻧﻘﻠﻬﺎ‬ ‫ﻳﺘﻢ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﻟﻔﺘﺮﻩ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺗﺒﻘﻰ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﺟﺰﺍء‬)‫ﻣﺨﺼﺼ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻋﻤﻞ‬ ‫ﻳﺘﻢ‬‫ﻪ‬
‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﻟﻠﻌﻼﻣﺎﺕ‬.(
8

9. Definition Sort Target Outcome
Eliminate non essential items from the
workplace.
An uncluttered workplace.
Resources:
1. RedTags
2. RedTag Record Forms
3. Camera for “before” and “after” pictures
Some companies create a central storage area for 5S supplies and
designate a 5S coordinator to manage supply stock.
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10. ___Team clear on workplace boundaries
___ Red tag final approval authority identified (e.g. item can/cannot be red tagged)
___ Sorting criteria established (e.g., frequency of use; actual quantity needed-no buffer)
___Time allocated for Sorting is clearly defined (e.g., one hour)
___ Local red tag area designated with red floor marking tape or comparable boundary
___ Red tags and red tag log form available
___ “Before” pictures taken (remember camera angles so that pictures are consistent)
___ Nonessential items identified and red tagged
___ Every nook, cranny, cabinet, desk, drawer, and closet investigated
___ Red tagged items moved to local red tag area
___ Red tag log form updated
___ Plans in place for items to be moved to central red tag area after target number of days
___ “After” pictures taken
‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻟﻌﻤﻠﻴﻪ‬ ‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬:
1-‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺃﻭ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﺩﺍﺧﻞ‬ ‫ﻣﺤﺪﺩﻩ‬ ‫ﺍﻟﻌﻤﺎﻟﻪ‬
2-‫ﻭﻣﻌﺮﻓﻪ‬ ‫ﻣﺤﺪﺩﻩ‬ ‫ﻋﻠﻴﻬﺎ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻭﺿﻊ‬ ‫ﻳﻤﻜﻦ‬ ‫ﻻ‬ ‫ﻭﺍﻟﺘﻰ‬ ‫ﻳﻤﻜﻦ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﺟﺰﺍء‬
3-‫ﻟﻼﻧﺘﺎﺝ‬ ‫ﺍﻟﻬﺎﻣﻪ‬ ‫ﺍﻟﻐﻴﺎﺭ‬ ‫ﻗﻄﻊ‬ ‫ﺃﻭ‬ ‫ﺍﻻﺳﺘﺨﺪﺍﻡ‬ ‫ﻛﺜﻴﺮﻩ‬ ‫ﺍﻷﺟﺰﺍءﻩ‬ ‫ﻣﺜﻞ‬ ‫ﻣﻌﺮﻓﻪ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﻌﺎﻳﻴﺮ‬
4-‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﻭﻣﺤﺪﺩ‬ ‫ﻣﻌﺮﻭﻑ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻟﻌﻤﻠﻴﻪ‬ ‫ﺍﻟﻤﺤﺪﺩ‬ ‫ﺍﻟﻮﻗﺖ‬.
5-‫ﺍﻷﺭﺿﻴﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺣﻤﺮﺍء‬ ‫ﺑﺨﻄﻮﻁ‬ ‫ﻣﺤﺪﺩﻩ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻣﻨﻄﻘﻪ‬
6-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺪ‬
7-‫ﺍﻟﻘﻴﻤﻪ‬ ‫ﻋﺪﻳﻤﻪ‬ ‫ﺃﻭ‬ ‫ﺿﺮﻭﺭﻳﻪ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻷﺷﻴﺎء‬ ‫ﺍﺯﺍﻟﻪ‬
8-‫ﻭﺍﻟﺨﺰﺍﺋﻦ‬ ‫ﻭﺍﻷﺩﺭﺍﺝ‬ ‫ﻭﺍﻷﺭﻛﺎﻥ‬ ‫ﻭﺍﻟﺰﻭﺍﻳﺎ‬ ‫ﺍﻟﻤﻨﺎﻁﻖ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺍﺳﺘﻜﺸﺎﻑ‬.
9-‫ﺍﻟﻤﺤﻠﻴﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﻪ‬ ‫ﻟﻤﻨﻄﻘﻪ‬ ‫ﺗﺤﺮﻳﻜﻬﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺣﻤﺮﺍء‬ ‫ﺑﻌﻼﻣﻪ‬ ‫ﺗﻌﻠﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﺷﻴﺎء‬)‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺩﺍﺧﻞ‬ ‫ﺣﻤﺮﺍء‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻳﻮﺟﺪ‬.(
10-‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺑﺎﻟﻌﻼﻣﻪ‬ ‫ﺗﻌﻠﻴﻤﻪ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﺗﺴﺠﻴﻞ‬
11-‫ﺑﺎﻟﺸﺮﻛﻪ‬ ‫ﺍﻟﻤﺮﻛﺰﻳﻪ‬ ‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺍﻟﻌﻼﻣﺢ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﺍﻟﻰ‬ ‫ﺍﻟﺘﺤﺮﻳﻚ‬.
12-‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬
10

11. • Go overboard on communication. Make sure management and employees in the target area
are notified, when the red tagging will occur, and so forth.
• Remove anything from the core work area that’s not used at least weekly.
• Eliminate waste by minimizing the following:
- Inventory: raw materials, parts, in-process inventory, and products.
- Equipment: machines, jigs, tools, carts, desks, chairs, dies, vehicles, fixtures, etc.
-Space: floor area in the core work area, storage racks, totes, bins, shelving, etc.
• Don’t remove anything without the local work group’s approval. Zealous 5S’ers can
undermine support by barging ahead insensitively. It’s better to compromise on some things
than to jeopardize the 5S mission. However, be persuasive when appropriate, when
something is clearly a source of waste or is used infrequently.
‫ﻣﻔﻴﺪﻩ‬ ‫ﺃﻓﻜﺎﺭ‬:
1-‫ﺍﻟﺤﻤﺮﺍء‬ ‫ﺑﺎﻟﻌﻼﻣﻪ‬ ‫ﺗﻌﻠﻴﻤﻬﺎ‬ ‫ﺗﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺑﺎﻷﺷﻴﺎء‬ ‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺃﻭ‬ ‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺍﻟﻤﻌﻨﻴﻪ‬ ‫ﺍﻻﺩﺍﺭﻩ‬ ‫ﺍﺑﻼﻍ‬ ‫ﻣﺮﺍﻋﺎﻩ‬.
2-‫ﺍﺳﺒﻮﻉ‬ ‫ﻟﻤﺪﻩ‬ ‫ﻳﺴﺘﺨﺪﻡ‬ ‫ﻣﺎﻟﻢ‬ ‫ﻛﻞ‬ ‫ﺍﺯﺍﻟﻪ‬.
3-‫ﺍﻻﺗﻰ‬ ‫ﺑﻌﻤﻞ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬:
-‫ﻫﺎﻡ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﺍﻟﻤﺨﺰﻭﻥ‬ ‫ﺗﻘﻠﻴﻞ‬.
-‫ﻣﺴﺘﺨﺪﻣﻪ‬ ‫ﺍﻟﻐﻴﺮ‬ ‫ﻭﺗﺰﺝ‬ ‫ﻛﺮﺍﺳﻰ‬ ‫ﻭ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﻣﻜﻦ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺗﻘﻠﻴﻞ‬.
-‫ﺍﻟﺘﺨﺰﻳﻦ‬ ‫ﺣﺎﻭﻳﺎﺕ‬ ‫ﻭ‬ ‫ﻭﺍﻟﺨﺮﺩﻩ‬ ‫ﺍﻟﺼﻨﺎﺩﻳﻖ‬ ‫ﺑﺎﺯﺍﻟﻪ‬ ‫ﺍﻟﻤﺴﺎﺣﺎﺕ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬.
4-‫ﺫﻟﻚ‬ ‫ﻋﻠﻰ‬ ‫ﻭﻣﻮﺍﻓﻘﺘﻬﺎ‬ ‫ﺍﻟﻤﻜﺎﻥ‬ ‫ﺍﺩﺍﺭﻩ‬ ‫ﻋﻠﻢ‬ ‫ﺑﺪﻭﻥ‬ ‫ﺷﻴﺌﺎ‬ ‫ﺗﺤﺮﻳﻚ‬ ‫ﻳﺘﻢ‬ ‫ﻻ‬.11

12. In Set In Order, team members come together and share the insights they have gained during S1.They
analyze the work area for additional improvement opportunities and look for ways to reduce sources of
waste and error as well as to make the workplace more visually instructive.The team brainstorms
potential solutions, with special emphasis on using visual resources to achieve improvement. Be sure to
get feedback and approval from stakeholders (production, maintenance, safety, management, etc)
before making changes.
‫ﻭﻳﺘ‬ ‫ﺍﻟﺨﻄﺄ‬ ‫ﻭﺍﺣﺘﻤﺎﻟﻴﻪ‬ ‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﻭﺗﻘﻠﻴﻞ‬ ‫ﺍﻷﺩﺍء‬ ‫ﻟﺘﺤﺴﻴﻦ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻔﺮﻳﻖ‬ ‫ﻭﻳﻌﻤﻞ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻟﻌﻤﻠﻴﻪ‬ ‫ﺍﻟﺘﺎﻟﻴﻪ‬ ‫ﺍﻟﻤﺮﺣﻠﻪ‬ ‫ﻭﻫﻰ‬‫ﻣ‬ ‫ﻣﻮﺍﺭﺩ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻢ‬‫ﻌﻴﻨﻪ‬
‫ﻭﺍﻻﺩﺍﺭﻩ‬ ‫ﻭﺍﻟﺴﻼﻣﻪ‬ ‫ﻭﺍﻷﻣﻦ‬ ‫ﻭﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﺍﻻﻧﺘﺎﺝ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻌﻨﻴﻪ‬ ‫ﺍﻟﺠﻬﺎﺕ‬ ‫ﻣﻮﺍﻓﻘﻪ‬ ‫ﺑﻌﺪ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ ‫ﻟﻬﺬﺍ‬.
12

13. 13

14. Use the focus points below to guide efforts to redesign the workplace for improved
performance.
• Make sure utility pipes, conduits, compressed air hoses, gas
cylinders and electrical
systems are clearly named and labeled to simplify line tracing.
• Operator tools should be kept near the point of use,
organized and labeled.
• Gauges and indicators should be marked so abnormalities can
be detected at a glance.
Facilities/equipment/tools:
Focus is on organizing and labeling facilities and equipment.
Safety:
Focus is on alerting people to potentially hazardous situations and controlling actions to
prevent an unsafe condition.
• Provide hazard warnings and safe work instructions at the point of need.
• Make sure that locations for lockout/tag out devices, eye wash stations, first aid stations,
and safety showers, etc., are clearly marked.
• Ensure that the proper personal protection equipment is easy to access and ready for use.
14
‫ﻭﺻﻼﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬
‫ﻭﺗﻭﻓﻳ‬ ‫ﻭﺍﻟﻛﻬﺭﺑﺎء‬ ‫ﻭﺍﻟﻐﺎﺯ‬ ‫ﺍﻟﻬﻭﺍء‬‫ﺭ‬
‫ﻣ‬ ‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫ﺑﺟﺎﻧﺏ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﻣﻌﺩﺍﺕ‬‫ﻊ‬
‫ﻣﻣﻳﺯﻩ‬ ‫ﺑﻌﻼﻣﺎﺕ‬ ‫ﺗﻌﺭﻳﻔﻬﺎ‬.
‫ﺍﻷﻣﺎﻥ‬ ‫ﻟﺗﺣﻘﻳﻖ‬ ‫ﺍﻟﺗﺣﺫﻳﺭﻳﻪ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺍﺳﺗﺧﺩﺍﻡ‬

15. • Make certain that the latest version of work instructions and job
aids are posted.
• Employ visual or auditory signals that alert operators to abnormal
conditions.
•Use mistake-proofing devices to prevent human and
machine errors.
Procedures:
Focus is on employee’s ability to execute job responsibilities within a given workplace.
Inventory/Material Handling:
Focus is on effective identification of production and MRO materials, storeroom organization, and
material movement.
Clearly mark:
• Line side inventories (inventory type, max/min quantity, location, etc.).
• Storerooms (shelf, rack and bin labels, restocking indicators, barcoding, etc.).
• Inventory delivery routes and replenishment procedures.15
‫ﻋﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬
‫ﻭﻋﺩﺩﺍﺕ‬ ‫ﻣﻣﻳﺯﻩ‬
‫ﻭﺣﺭﺍﺭﻩ‬ ‫ﺿﻐﻁ‬
‫ﺣﺎﻟﻪ‬ ‫ﻻﻅﻬﺎﺭ‬
‫ﻟﻔﺭﻳﻖ‬ ‫ﺍﻟﻣﻌﺩﻩ‬
‫ﺍﻟﺻﻳﺎﻧﻪ‬.
‫ﻭﺿﻊ‬
‫ﻋﻼﻣﺎﺕ‬
‫ﺗﺣﺩﺩ‬
‫ﻣﻘﺩﺍﺭ‬
‫ﺍﻟﻣﺧﺯﻭﻥ‬

16. S3’s Implementation Phase includes establishing features in the workplace that make it clear
that there’s a place for everything and that provide visual signals to help people succeed. It
focuses on the need for arranging tools and equipment in an order that promotes optimum
work flow. Having designated locations for all items in the work area enables employees to
take control over their operations. Employees will be able to immediately see if things are
out of place and if more materials, supplies, or tools need to be ordered.
Indicate max/min
stocking levelsClearly identify a location for each item
‫ﺃﺩﻭﺍﺕ‬ ‫ﺑﺎﺳﺘﺨﺪﺍﻡ‬ ‫ﺍﻟﻨﻈﺎﻡ‬ ‫ﻫﺬﺍ‬ ‫ﺗﺜﺒﻴﺖ‬ ‫ﻣﻊ‬ ‫ﺑﻨﻈﺎﻡ‬ ‫ﻭﺟﻌﻠﻪ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﺴﺘﻮﻯ‬ ‫ﻟﺘﺤﺴﻴﻦ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻳﺘﻢ‬ ‫ﺑﻨﻈﺎﻡ‬ ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻓﻰ‬‫ﻳﻌﻠﻢ‬ ‫ﺑﺤﻴﺚ‬ ‫ﻣﻌﻴﻨﻪ‬
‫ﻻ‬ ‫ﺃﻡ‬ ‫ﺍﻟﺼﺤﻴﺢ‬ ‫ﻣﻜﺎﻧﻪ‬ ‫ﻓﻰ‬ ‫ﺷﻰء‬ ‫ﻛﻞ‬ ‫ﻛﺎﻥ‬ ‫ﺍﺫﺍ‬ ‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﺳﺮﻳﻌﻪ‬ ‫ﻧﻈﺮﻩ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻓﻮﺭﺍ‬ ‫ﺍﻟﻤﺴﺌﻮﻝ‬ ‫ﺍﻟﺸﺨﺺ‬.
‫ﺍﻟﻤﺨﺰﻭﻥ‬ ‫ﺗﺤﺪﻳﺪ‬‫ﺟﺰء‬ ‫ﻟﻜﻞ‬ ‫ﺍﻣﺎﻛﻦ‬ ‫ﺗﺤﺪﻳﺪ‬
16

17. •Take “before” pictures.This is your last chance to capture the past before you move
towards the future.
• Implement workplace changes. Plan to do…do the plan. Now is the time to implement your
changes. Be sure to involve necessary company personnel, such as skilled trades, plant
maintenance, engineering, quality, etc.
• Set locations by creating addresses and applying labels, markings, and color coding.Verify or create
standards for colors and character size before setting in order. See the person in charge of facilities or
maintenance for input.
•Take “after” pictures.Take lots of pictures – they memorialize your success and serve as a
valuable company record.
• Place borders around equipment and objects that rest on the floor.This clearly identifies the location
of equipment and also warns people passing by not to get too close.
• Use an address system to identify plant locations, storage areas, and shelf locations.
• Label tools, fixtures, jigs, etc., for easy cross-identification with storage location markings.
•Where possible, use pictures and graphics to facilitate recognition. Employees can
implement this aspect of S3 by placing parts or images of parts above storage locations or
creating shadow profiles on tool boards.
-‫ﻣﻨﻬﺎ‬ ‫ﺑﺎﻟﻘﺮﺏ‬ ‫ﺍﻷﺷﺨﺎﺹ‬ ‫ﻣﺮﻭﺭ‬ ‫ﻭﻣﻨﻊ‬ ‫ﻣﻜﺎﻧﻬﺎ‬ ‫ﻟﺘﺜﺒﻴﺖ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺣﻮﻝ‬ ‫ﺍﻷﺭﺽ‬ ‫ﺗﺨﻄﻴﻂ‬.
-‫ﻭﺍﻟﺨﺎﺯﻥ‬ ‫ﺍﻻﻧﺘﺎﺟﻴﻪ‬ ‫ﻭﺍﻟﻮﺣﺪﺍﺕ‬ ‫ﺍﻻﻧﺘﺎﺝ‬ ‫ﺧﻄﻮﻁ‬ ‫ﻷﻣﺎﻛﻦ‬ ‫ﻭﻋﻨﺎﻭﻳﻦ‬ ‫ﺃﺭﻗﺎﻡ‬ ‫ﺍﺧﺘﻴﺎﺭ‬.
-‫ﻟﺘﻌﺮﻳﻔﻬﺎ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻋﻠﻰ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬.
-‫ﺗﺨﺰﻳﻨﻬﺎ‬ ‫ﻣﻜﺎﻥ‬ ‫ﺗﺜﺒﻴﺖ‬ ‫ﻣﻊ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻟﺘﻤﻴﻴﺰ‬ ‫ﻣﻤﻴﺰﻩ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﺍﺳﺘﺨﺪﻡ‬.
-‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬.
-‫ﻭﺍﻟﺠﻮﺩﻩ‬ ‫ﻭﺍﻻﻧﺘﺎﺝ‬ ‫ﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﻣﻬﻨﺪﺳﻴﻦ‬ ‫ﻣﻊ‬ ‫ﻭﺍﻟﻤﺸﺎﺭﻛﻪ‬ ‫ﺑﺎﻟﺘﻌﺎﻭﻥ‬ ‫ﺍﻟﺨﻄﻪ‬ ‫ﺑﺘﻨﻔﻴﺬ‬ ‫ﻗﻢ‬.
-‫ﻣﻌﺪﻩ‬ ‫ﺃﻭ‬ ‫ﺟﺰء‬ ‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻌﻨﺎﻭﻳﻦ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﺑﻠﺼﻖ‬ ‫ﻭﻗﻢ‬ ‫ﺷﻰء‬ ‫ﻟﻜﻞ‬ ‫ﻟﻮﻥ‬ ‫ﺑﻌﻤﻞ‬ ‫ﻗﻢ‬.
-‫ﺍﻟﺘﻐﻴﻴﺮ‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﻂ‬.
‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬:
17

18. Definition - Set In Order Target Outcome
Create a well-ordered, visually instructive
workplace.
A workplace that is visually instructive and is
the source of minimal waste and human
errors.
Resources
1. Existing plant standards for labeling, marking, and color-coding
2. Labeling supplies
3.Tape for creating borders on work surfaces and floors
4. Paint and painting supplies
‫ﺍﻟﻤﺴﺘﺨﺪﻣﻪ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺃﻫﻢ‬:
-‫ﻭﺍﻟﺘﻠﻮﻳﻦ‬ ‫ﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻭﺿﻊ‬ ‫ﻭ‬ ‫ﻟﻠﺘﺤﺪﻳﺪ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﻭﺟﻮﺩ‬.
-‫ﻭﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﺍﻟﺘﺤﺪﻳﺪ‬ ‫ﻷﺩﻭﺍﺕ‬ ‫ﻣﻮﺭﺩ‬ ‫ﻭﺟﻮﺩ‬.
-‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﺣﺪﻭﺩ‬ ‫ﻟﺘﺤﺪﻳﺪ‬ ‫ﺷﺮﻳﻂ‬ ‫ﻭﺟﻮﺩ‬.
-‫ﻟﻬﺎ‬ ‫ﻭﻣﻮﺭﺩ‬ ‫ﺍﻟﺪﻫﺎﻥ‬ ‫ﻣﻮﺍﺩ‬ ‫ﻭﺟﻮﺩ‬.
18

19. __Insights gained during S1 shared among team members
__Improvement opportunities listed, discussed, and prioritized
__Waste reduction ideas (e.g., excess motion, material handling, etc.)
__ Error reduction ideas (e.g., checklists, visual instructions, or color coding)
__ Ideas for making the workplace more visually instructive
__ Ideas to overcome challenges and problems identified by stakeholders
__Target benefits of proposed changes clearly defined
__Future state workplace diagram drawn
__“Before” pictures taken
__ Approval from stakeholders obtained
-‫ﺍﻟﺴﺎﺑﻘﻪ‬ ‫ﺍﻟﻤﺮﺣﻠﻪ‬ ‫ﻓﻰ‬ ‫ﻋﻤﻠﻪ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬)‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻣﺮﺣﻠﻪ‬.(
-‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬.
-‫ﺟﺰء‬ ‫ﻟﻜﻞ‬ ‫ﻭﺍﻟﺘﻠﻮﻳﻦ‬ ‫ﺍﻟﺘﺨﻄﻴﻂ‬ ‫ﻭ‬ ‫ﺍﻟﻔﺤﺺ‬ ‫ﺷﻴﺖ‬ ‫ﻣﺜﻞ‬ ‫ﺍﻷﺧﻄﺎء‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬.
-‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﺍﻟﻌﺎﻣﻪ‬ ‫ﺍﻟﺮﺅﻳﻪ‬ ‫ﺗﺤﺴﻴﻦ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬.
-‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻳﻄﺮﺣﻬﺎ‬ ‫ﺍﻟﺘﻰ‬ ‫ﻭﺍﻟﻤﺸﺎﻛﻞ‬ ‫ﺍﻟﻌﻘﺒﺎﺕ‬ ‫ﺗﺨﻄﻰ‬ ‫ﺃﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻌﺮﺍﺽ‬.
-‫ﺗﺤﻘﻴﻘﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻷﻫﺪﺍﻑ‬ ‫ﺗﺤﺪﻳﺪ‬.
-‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﻣﺨﻄﻄﻪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺭﺳﻢ‬.
-‫ﺍﻟﺘﻌﺪﻳﻞ‬ ‫ﻗﺒﻞ‬ ‫ﻟﻠﻤﻜﺎﻥ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬.
-‫ﺍﻟﻤﻘﺘﺮﺣﻪ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﺗﻔﻌﻴﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﻭﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﻟﻤﺴﺌﻮﻟﻴﻦ‬ ‫ﻣﻮﺍﻓﻘﻪ‬ ‫ﺃﺧﺬ‬.
‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬:
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20. • Sketch ideas on flipchart or paper to build understanding and evaluate them.
• Cellular workflow has many benefits. Consider it if the workplace is not currently
organized that way.
• Revisit the workplace to evaluate the viability of proposed changes.
• Involve stakeholders (immediate work area and others) in thinking through changes.
• Be sensitive to the concerns and reservations of stakeholders; they know the area best.
• Quantify the impact of the changes.
‫ﻣﻔﻴﺪﻩ‬ ‫ﺃﻓﻜﺎﺭ‬:
-‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻗﺒﻞ‬ ‫ﻭﺗﻘﻴﻴﻤﻬﺎ‬ ‫ﻓﻬﻤﻬﺎ‬ ‫ﻓﻰ‬ ‫ﻟﻠﻤﺴﺎﻋﺪﻩ‬ ‫ﻭﺫﻟﻚ‬ ‫ﻛﻠﻬﺎ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻟﻮﺡ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺨﻄﻴﻂ‬.
-‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﻫﺬﻩ‬ ‫ﺗﻄﺒﻴﻖ‬ ‫ﻗﺎﺑﻠﻴﻪ‬ ‫ﻟﺘﻘﻴﻴﻢ‬ ‫ﻣﺮﺍﺕ‬ ‫ﻋﺪﻩ‬ ‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺑﺰﻳﺎﺭﻩ‬ ‫ﻗﻢ‬.
-‫ﻭﺍﻻﻗﺘﺮﺍﺣﺎﺕ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﻭﺿﻊ‬ ‫ﻓﻰ‬ ‫ﻳﺸﺎﺭﻛﻮﻥ‬ ‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﺟﻌﻞ‬.
-‫ﺑﺎﻟﻤﻜﺎﻥ‬ ‫ﺩﺭﺍﻳﻪ‬ ‫ﺃﻛﺜﺮﺍﻟﻨﺎﺱ‬ ‫ﻓﻬﻢ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻭﺗﺤﻔﻈﺎﺕ‬ ‫ﻷﻓﻜﺎﺭ‬ ‫ﺍﺳﺘﻤﻊ‬.
-‫ﺍﻟﻤﻘﺘﺮﺣﻪ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﺗﺄﺛﻴﺮ‬ ‫ﻗﻴﻢ‬.
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21. Shine the workplace by eliminating dirt, dust, fluids, and other debris. Each team member should be
equipped with adequate cleaning supplies that have been tested to make sure the solution will not harm
any equipment or work areas.Teams can clean things such as equipment, tools, work surfaces, desks,
storage areas, floors, lighting, and anything else that affects overall cleanliness. A team may also paint or
coat work surfaces, equipment, floors, and walls. ‫ﻭﺗﺰﺝ‬ ‫ﻭﺃﺳﻄﺢ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﻣﻌﺪﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﺷﻰء‬ ‫ﻛﻞ‬ ‫ﺗﻨﻈﻴﻒ‬
‫ﻭﺍﻟﻤﻜ‬ ‫ﻟﻸﺳﻄﺢ‬ ‫ﺍﻟﺪﻫﺎﻥ‬ ‫ﺗﺸﻤﻞ‬ ‫ﻭﺃﻳﻀﺎ‬ ‫ﻭﺍﺿﺎءﻩ‬ ‫ﺗﺨﺰﻳﻦ‬ ‫ﻭﺃﻣﺎﻛﻦ‬ ‫ﻭﺃﺭﺿﻴﺎﺕ‬‫ﻦ‬
‫ﻭﺍﻟﺤﺎﺋﻂ‬ ‫ﻭﺍﻷﺭﺽ‬
21

22. Once the work area, tools, and equipment are clean, they need to be kept that way.
Continued housekeeping is one way to keep the work area clean, but the better method is to
prevent things from getting dirty in the first place. Find ways to keep the workplace clean
by eliminating sources of contamination. Root cause analysis, mistake-proofing, and the use
of preventative measures are important to keep the workplace clean and orderly.
Equipment that is kept clean performs more efficiently, has less unscheduled downtime, and
reduces costs to the company. Many organizations find that safety and productivity improve
as regular maintenance and housekeeping become the norm.
‫ﺍ‬ ‫ﻭﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻭﺃﻥ‬ ‫ﺃﻋﻄﺎﻻ‬ ‫ﺃﻗﻞ‬ ‫ﺍﻟﻨﻈﻴﻔﻪ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﺃﻥ‬ ‫ﺑﺎﻟﺘﺠﺎﺭﺏ‬ ‫ﺃﺛﺒﺖ‬ ‫ﻭﻗﺪ‬ ‫ﺗﻜﻠﻔﺘﻬﺎ‬ ‫ﻣﻦ‬ ‫ﻭﺗﻘﻠﻞ‬ ‫ﺃﺩﺍءﻫﺎ‬ ‫ﻣﻦ‬ ‫ﺗﺤﺴﻦ‬ ‫ﺍﻟﻤﻌﺪﺍﺕ‬ ‫ﻧﻈﺎﻓﻪ‬‫ﻳﻨﺘﺞ‬ ‫ﻟﺪﻭﺭﻳﻪ‬‫ﻋﻨﻬﺎ‬
‫ﺃﻗﻞ‬ ‫ﺃﻋﻄﺎﻝ‬)‫ﺍﻟﺮﻭﺗﻴﻨﻴﻪ‬ ‫ﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﻣﻦ‬ ‫ﺟﺰء‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬.(
‫ﺗﻨﻈﻴﻔﻬﺎ‬ ‫ﺗﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻟﻤﻨﻄﻘﻪ‬ ‫ﺗﻠﻮﺙ‬ ‫ﺍﻋﺎﺩﻩ‬ ‫ﻟﻤﻨﻊ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻳﺠﺐ‬.
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23. • Define “clean” – you may face conflicting definitions for clean within your work area.
Find a definition that everyone supports.
• Get cleaning supplies – be sure to identify appropriate cleaning supplies for your work area.
Some cleaning solutions may harm equipment while other cleaning instruments may harm
metals, photo cells, or tooling. Consult sanitation specialists for guidance.
•Take “before” pictures – a record of your current state often generates the motivation to
keep things clean.
• Clean the work area – share the work load among the group.
• Eliminate small imperfections through cleaning and inspecting activity.
•Take “after” pictures – use photographs to demonstrate your results.
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24. ‫ﺍﻟﺘﺮﺗﻴﺐ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﻧﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬:
-‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﺃﺟﺰﺍء‬ ‫ﻛﻞ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻄﺒﻴﻘﻬﺎ‬ ‫ﻭﻛﻴﻔﻴﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺑﻤﻌﻨﻰ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺗﻌﺮﻳﻒ‬.
-‫ﺣﺘﻰ‬ ‫ﻣﻌﻴﻨﻪ‬ ‫ﺑﺄﺩﻭﺍﺕ‬ ‫ﺍﻟﺤﺴﺎﺳﻪ‬ ‫ﺍﻷﺟﻬﺰﻩ‬ ‫ﻧﻈﺎﻓﻪ‬ ‫ﻣﺮﺍﻋﺎﻩ‬ ‫ﻣﻊ‬ ‫ﺍﻟﺨﻄﻪ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﻛﻞ‬ ‫ﺗﻮﺍﻓﺮ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻟﺘﺄﻛﺪ‬ ‫ﺑﺘﻮﻓﻴﺮ‬ ‫ﻗﻢ‬‫ﺗﺘﻠﻒ‬ ‫ﻻ‬.
-‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺑﺪﺃ‬ ‫ﻭﻗﺒﻞ‬ ‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬.
-‫ﺍﻟﻌﻤﻞ‬ ‫ﻣﻨﻄﻘﻪ‬ ‫ﻧﻈﺎﻓﻪ‬.
-‫ﺍﻷﺗﺮﺑﻪ‬ ‫ﻣﺼﺎﺩﺭ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺨﻠﺺ‬
-‫ﺍﻟﻨﺘﺎﺋﺞ‬ ‫ﻭﺗﻘﻴﻴﻢ‬ ‫ﻻﺳﺘﻌﺮﺍﺽ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺃﺧﺬ‬.
Definition ShineTarget Outcome
Remove dirt and debris, inspect equipment and
eliminate sources of contamination
A clean workplace - one that shines, and that
minimizes
sources of contamination
Resources
1. Cleaning supplies such as brooms, dust pans, rags, degreasers, and floor cleaner.
2. Personal protective equipment such as gloves and eye protection. Do not wear jewelry that can get caught in
the equipment.
‫ﻟﻠﻨﻈﺎﻓﻪ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬:
-‫ﺍﻟﻤﻜﻨﺴﻪ‬ ‫ﺗﻮﺍﻓﺮ‬ ‫ﺃﻫﻤﻬﺎ‬,‫ﺍﻷﺗﺮﺑﻪ‬ ‫ﻣﻨﻔﻀﻪ‬,‫ﺍﻷﻗﻤﺸﻪ‬ ‫ﻗﻄﻊ‬,‫ﺍﻷﺭﺿﻴﻪ‬ ‫ﻭﻣﻨﻈﻔﺎﺕ‬ ‫ﺍﻟﺸﺤﻮﻡ‬ ‫ﻣﺰﻳﻼﺕ‬.
-‫ﺍﻟﻌﻴﻦ‬ ‫ﻭﺣﻤﺎﻳﻪ‬ ‫ﺍﻟﻘﻔﺎﺯ‬ ‫ﻭﻣﻨﻬﺎ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻟﺤﻤﺎﻳﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻣﻼﺑﺲ‬ ‫ﺗﻮﺍﻓﺮ‬
24

25. ___Team has established their definition for “clean” in the target workplace
___ Cleaning supplies collected
___ Housekeeping staff consulted about cleaning agents
___ Personal Protective Equipment (e.g., gloves, safety glasses) distributed
___ Equipment shutdown or locked out to prevent safety risks
___ Potential safety risks (e.g., metal shavings, sharp edges) identified before cleaning
___ “Before” pictures taken (remember camera angles so that pictures are consistent)
___ Cleaning tasks completed
___ “After” pictures taken
___ Observations shared among team members about inspection activity
:‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬
- -‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻟﺪﻯ‬ ‫ﻭﻣﻔﻬﻮﻣﻪ‬ ‫ﻣﺘﺒﻌﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺧﻄﻪ‬.
- -‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﺗﻮﺍﻓﺮ‬.
- -‫ﺍﻟﻌﺎﻣﻞ‬ ‫ﻳﺮﺗﺪﻳﻬﺎ‬ ‫ﺍﻟﺘﻰ‬ ‫ﻟﻠﻨﻈﺎﻓﻪ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﻘﻔﺎﺯﺍﺕ‬ ‫ﻭ‬ ‫ﺍﻷﻣﺎﻥ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﺗﻮﺍﻓﺮ‬.
- -‫ﺍﻟﻤﺨﺎﻁﺮ‬ ‫ﻟﺘﺠﻨﺐ‬ ‫ﻧﻈﺎﻓﺘﻬﺎ‬ ‫ﻋﻨﺪ‬ ‫ﺍﻟﻌﺪﺍﺕ‬ ‫ﻋﻤﻞ‬ ‫ﺍﻳﻘﺎﻑ‬
- -‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻗﺒﻞ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬
- -‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻋﻤﻠﻴﻪ‬ ‫ﺍﻛﻤﺎﻝ‬
- -‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﺑﻌﺪ‬ ‫ﺻﻮﺭﻩ‬ ‫ﺍﻟﺘﻘﺎﻁ‬
- -‫ﺩﻭﺭﻳﻪ‬ ‫ﺑﺼﻔﻪ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺗﻔﺘﻴﺶ‬ ‫ﻧﻈﺎﻡ‬ ‫ﻟﻌﻤﻞ‬ ‫ﺍﻟﻌﻤﻞ‬ ‫ﻓﺮﻳﻖ‬ ‫ﻣﺸﺎﻭﺭﻩ‬.
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26. • Identify target areas for cleaning.
• Consider doing the initial Shine process in waves. Do a first pass that addresses the biggest challenges.
Use additional passes to get successively better.
• Remember that an important part of cleaning is inspection.As you get the work area clean,
look for sources of potential problems and contamination.
• Once dirt, dust, grime and debris have been eliminated, consider painting surfaces or sealing them
with a protective coating.You’ll be amazed by the visible difference.
• How will cleanliness be sustained when the initial 5S project is complete? Record key
cleaning points and recommendations as you’re wrapping up the Shine process.The
information will come in handy in S4-Standardize.
• A thorough cleaning process includes the obvious equipment and work surfaces, but also
includes parts, storage racks, tools, instruments, transportation vehicles, desks, chairs, walls, windows,
closets and lighting. In short, clean everything and everywhere in the workplace.
-‫ﺗﻨﻈﻴﻔﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻷﻣﺎﻛﻦ‬ ‫ﺗﺤﺪﻳﺪ‬
-‫ﻓﺎﻻﺻﻐﺮ‬ ‫ﺍﻷﺻﻐﺮ‬ ‫ﺗﻢ‬ ‫ﺍﻟﻈﺎﻫﺮﻩ‬ ‫ﺍﻟﻜﺒﻴﺮﻩ‬ ‫ﺍﻷﺳﻄﺢ‬ ‫ﺑﺘﻨﻈﻴﻒ‬ ‫ﺍﻟﺒﺪﺃ‬
-‫ﻟﻤﺼﺎﺩﺭ‬ ‫ﺍﻟﻨﻈﺮ‬ ‫ﻣﻊ‬ ‫ﻧﻈﻴﻔﻪ‬ ‫ﻏﻴﺮ‬ ‫ﻻﺗﺰﺍﻝ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﻣﺎﻛﻦ‬ ‫ﻻﻛﺘﺸﺎﻑ‬ ‫ﺍﻟﻤﺒﺪﺃﻯ‬ ‫ﺍﻟﺘﻨﻈﻴﻒ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬ ‫ﺗﻨﻈﻴﻔﻬﺎ‬ ‫ﺍﻟﻤﺮﺍﺩ‬ ‫ﺍﻷﻣﺎﻛﻦ‬ ‫ﻓﺤﺺ‬‫ﻭﻣﺼﺎﺩﺭ‬ ‫ﺍﻟﺘﻠﻮﺙ‬
‫ﻣﻌﺎﻟﺠﺘﻬﺎ‬ ‫ﻭﻣﺤﺎﻭﻟﻪ‬ ‫ﺍﻷﺗﺮﺑﻪ‬.
-‫ﻭﻣﺘﻨﺎﺳﻘﻪ‬ ‫ﻣﻨﺎﺳﺒﻪ‬ ‫ﺑﺄﻟﻮﺍﻥ‬ ‫ﻭﺍﻟﺤﻮﺍﺋﻂ‬ ‫ﺍﻷﺳﻄﺢ‬ ‫ﺑﺪﻫﺎﻥ‬ ‫ﻗﻢ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬.
--‫ﺍﻝ‬ ‫ﻓﻰ‬ ‫ﺧﻄﻮﻩ‬ ‫ﺍﺳﺘﻜﻤﺎﻝ‬ ‫ﻳﺠﺐ‬ ‫ﺍﻟﻨﻈﺎﻓﻪ‬ ‫ﻣﻦ‬ ‫ﺍﻻﻧﺘﻬﺎء‬ ‫ﺑﻌﺪ‬Standardize‫ﺩﻭﺭﻳﻪ‬ ‫ﻧﻈﺎﻓﻪ‬ ‫ﺟﺪﻭﻝ‬ ‫ﻋﻤﻞ‬ ‫ﻭﻫﻰ‬.
--‫ﻭﺃﺟﻬﺰﻩ‬ ‫ﻭﺷﺒﺎﺑﻴﻚ‬ ‫ﻭﺣﻮﺍﺋﻂ‬ ‫ﻧﻘﻞ‬ ‫ﻭﻋﺮﺑﺎﺕ‬ ‫ﻭﺃﺩﻭﺍﺕ‬ ‫ﻭﺗﺰﺝ‬ ‫ﻭﻛﺮﺍﺳﻰ‬ ‫ﻭﺃﺳﻄﺢ‬ ‫ﻣﻌﺪﺍﺕ‬ ‫ﻣﻦ‬ ‫ﺷﻰء‬ ‫ﻛﻞ‬ ‫ﻧﻈﺎﻓﻪ‬.
‫ﻣﺴﺎﻋﺪﻩ‬ ‫ﺃﻓﻜﺎﺭ‬:
26

27. During this phase of implementation, the team identifies ways to establish the improved workplace
practices as a standard.The goal of standardization is to create best practices and to get each team
member to use the established best practices the same way.
In order to standardize, roles and responsibilities must be clearly and consistently applied.This can be
accomplished through visual controls such as color-coding, flow charts, checklists, and labeling to help
reinforce a uniformed approach.
As 5S standards are adopted into each individual work area, each locale will develop unique approaches
and methods to accomplishing the specified tasks and goals.Any team member working in a specific
area must receive training in that specified approach and method of work.Where possible, the tools
used to standardize and sustain the 5S effort should be unified across all areas of the plant.
‫ﺍﻟﻨﻬﺞ‬ ‫ﻧﻔﺲ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺴﻴﺮﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺣﺘﻰ‬ ‫ﻭﻓﻌﺎﻝ‬ ‫ﻭﻣﺜﺒﺖ‬ ‫ءﻗﻴﺎﺳﻰ‬ ‫ﺷﻰ‬ ‫ﻛﻞ‬ ‫ﺗﺠﻌﻞ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﻐﺮﺽ‬.
‫ﺍﻟﻤﻤﻴﺰﻩ‬ ‫ﻭﺍﻟﻌﻼﻣﺎﺕ‬ ‫ﻭﺍﻷﻟﻮﺍﻥ‬ ‫ﺍﻟﻔﺤﺺ‬ ‫ﻭﺷﻴﺘﺎﺕ‬ ‫ﺍﻟﺒﺼﺮﻯ‬ ‫ﺍﻟﺘﺤﺴﻴﻦ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺨﺪﺍﻡ‬ ‫ﻳﺠﺐ‬.
27

28. 28

29. 29

30. No Activity Responsibility
1 Sweep the entire area at the end of the shift Mohammed
2 Put away any material that was removed from its assigned storage
location
Ahmed
3 Take empty pallets out of the area and store in an appropriate
location.
Mahmoud
4 Empty garbage’s as needed at the end of every shift Omar
5 Restock materials from overflow area when space permits Sameh
6 Move full pallets to designated areas away from shipping dock Yaser
Rotation Schedule
Sweeping (Shining) Garbage Removal
1st Shift 2nd Shift 3rd Shift 1st Shift 2nd Shift 3rd Shift
Saturday
Sunday
Monday
Tuesday
Wednesday
Thursday
30

31. • Brainstorm ideas for making the 5S changes standard operating procedure.That may mean updating
workplace procedures, checklists, job aids, diagrams and the like.
• Update documentation to reflect the changes. If your company has an ISO Coordinator, get the person
involved to assure compliance with ISO requirements.
• Make sure all stakeholders are aware of the new standard – inform and educate.
Definition - Standardize Target Outcome
Establish standards to maintain 5S improvements. Develop procedures, checklists, and other mechanisms
established to maintain a work environment that is
visually instructive, has minimal waste and human
error, and is clean, uncluttered, and organized.
Resources:
1. Support from those who can create documentation, job aids, and visual aids.
2. Information and approval from those responsible for maintaining company procedures.
3. Poster-making supplies for posting new standards in work areas.
-‫ﺍﻝ‬ ‫ﻟﺠﻌﻞ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺑﺘﻜﺎﺭ‬S5‫ﻗﻴﺎﺳﻰ‬ ‫ﺑﺸﻜﻞ‬ ‫ﺗﺘﻢ‬,‫ﺍﻟﻮﺭﺷﻪ‬ ‫ﻋﻤﻞ‬ ‫ﻁﺮﻳﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺗﻐﻴﻴﺮ‬ ‫ﻳﺘﻄﻠﺐ‬ ‫ﺃﺣﻴﺎﻧﺎ‬ ‫ﻭﻫﺬﺍ‬,‫ﻓﺤﺺ‬ ‫ﺷﻴﺘﺎﺕ‬ ‫ﻋﻤﻞ‬,‫ﻣﺴﺎﻋﺪ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﺍﺑﺘﻜﺎﺭ‬‫ﻩ‬....‫ﺍﻟﺦ‬.
-‫ﺍﻝ‬ ‫ﻣﻊ‬ ‫ﻳﺘﻨﺎﺳﺐ‬ ‫ﺑﻤﺎ‬ ‫ﺗﻐﻴﻴﺮﻩ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﻟﺘﻌﻜﺲ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺗﺤﺪﻳﺚ‬.ISO
-‫ﻭﺿﻌﻬﺎ‬ ‫ﺗﻢ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻟﻘﻴﺎﺳﻴﻪ‬ ‫ﻭﺑﺎﻟﻤﻌﺎﻳﻴﺮ‬ ‫ﺗﻐﻴﻴﺮﻩ‬ ‫ﺗﻢ‬ ‫ﺑﻤﺎ‬ ‫ﺩﺭﺍﻳﻪ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﻤﺴﺆﻟﻴﻦ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻛﻞ‬ ‫ﺃﻥ‬ ‫ﻣﻦ‬ ‫ﺗﺄﻛﺪ‬.‫ﺟﺪﺍ‬ ‫ﻫﺎﻡ‬ ‫ﻭﺍﻟﺘﻌﻠﻴﻢ‬ ‫ﺍﻟﺘﺪﺭﻳﺐ‬.
‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺃﻫﻢ‬:
‫ﻟﻠﻌﺎﻣﻠﻴﻦ‬ ‫ﺍﻟﺪﻋﻢ‬ ‫ﺗﻘﺪﻳﻢ‬)‫ﻣﺎﺩﻯ‬ ‫ﺩﻋﻢ‬,‫ﺍﺩﺍﺭﻯ‬,‫ﺍﻟﺘﺪﺭﻳﺐ‬ ‫ﻭﺗﻮﻓﻴﺮ‬.(
‫ﺍﻟﺨﻄﻪ‬ ‫ﻟﺘﻨﻔﻴﺬ‬ ‫ﺍﻟﻌﻠﻴﺎ‬ ‫ﺍﻻﺩﺍﺭﻩ‬ ‫ﻭﺩﻋﻢ‬ ‫ﻣﻮﺍﻓﻘﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺤﺼﻮﻝ‬.
‫ﺍﻝ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﻟﻘﻴﺎﺳﻴﻪ‬ ‫ﺑﺎﻟﻤﻌﺎﻳﻴﺮ‬ ‫ﺧﺎﺻﻪ‬ ‫ﺗﻌﻠﻴﻤﺎﺕ‬ ‫ﻟﻮﺣﻪ‬ ‫ﻋﻤﻞ‬S5‫ﺑﺸﻜﻞ‬Standard
31

32. Ideas generated for establishing changes as standard operating procedure
Input solicited from those who create and maintain plant documentation
Documentation created or updated, for example:
Workplace diagrams
Flowcharts
Procedures
Work instructions
Job aids
Miscellaneous visual aids
Information and/or training provided to stakeholders to assure understanding
-‫ﻗﻴﺎﺳﻴﻪ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﺗﺠﻌﻞ‬ ‫ﺍﻟﺘﻰ‬ ‫ﺍﻷﻓﻜﺎﺭ‬ ‫ﺗﻘﺪﻳﻢ‬
-‫ﺍﻻﻧﺘﺎﺟﻴﻪ‬ ‫ﻭﺍﻟﻮﺣﺪﺍﺕ‬ ‫ﺑﺎﻟﻤﻌﺪﺍﺕ‬ ‫ﺍﻟﺨﺎﺻﻪ‬ ‫ﺍﻟﺒﻴﺎﻧﺎﺕ‬ ‫ﺗﺤﺪﻳﺚ‬
‫ﻟﻸﺗﻰ‬ ‫ﻣﻠﻔﺎﺕ‬ ‫ﻭﺍﻧﺸﺎء‬ ‫ﺗﺤﺪﻳﺚ‬:
-‫ﺍﻟﻌﻤﻞ‬ ‫ﻟﺒﻴﺌﻪ‬ ‫ﻭﺍﺿﺢ‬ ‫ﺭﺳﻢ‬
-‫ﻭﺗﺘﺎﺑﻌﻬﺎ‬ ‫ﺍﻟﻌﻤﻠﻴﺎﺕ‬‫ﻣﺼﻨﻊ‬ ‫ﺃﻭ‬ ‫ﻭﺭﺷﻪ‬ ‫ﻛﻞ‬ ‫ﺩﺍﺧﻞ‬ ‫ﺗﺘﻢ‬ ‫ﺍﻟﺘﻰ‬.
-‫ﺍﻟﻌﻤﻞ‬ ‫ﺗﻌﻠﻴﻤﺎﺕ‬.
-‫ﺗﻄﺒﻴﻘﻪ‬ ‫ﺗﻢ‬ ‫ﻟﻤﺎ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﻓﻬﻢ‬ ‫ﻣﻦ‬ ‫ﻟﻠﺘﺄﻛﺪ‬ ‫ﺑﺎﻟﺘﺪﺭﻳﺐ‬ ‫ﺧﺎﺻﻪ‬ ‫ﻣﻌﻠﻮﻣﺎﺕ‬.
‫ﺍﻟﺪﻭﺭﻳﻪ‬ ‫ﺍﻟﻤﺘﺎﺑﻌﻪ‬:
32

33. The purpose of S5-Sustain is to maintain the momentum generated during the initial event or
project.A management auditing process should be put into practice to ensure that employees
understand that maintaining the level of workplace organization is a top priority. Management
audits should focus on ensuring that the routines and schedules specified in S4 Standardize are
being properly maintained.The audit also provides an excellent opportunity for asking questions
and providing suggestions that stimulate further improvements.
33
‫ﺍﻝ‬ ‫ﻣﺷﺭﻭﻉ‬ ‫ﺑﺩﺍﻳﻪ‬ ‫ﻓﻰ‬ ‫ﻋﻠﻳﻪ‬ ‫ﺍﻻﺗﻔﺎﻕ‬ ‫ﺗﻡ‬ ‫ﻣﺎ‬ ‫ﺗﻧﻔﻳﺫ‬ ‫ﻣﻥ‬ ‫ﺍﻟﺗﺄﻛﺩ‬ ‫ﻣﻧﻬﺎ‬ ‫ﺍﻟﻐﺭﺽ‬ ‫ﻋﻣﻠﻳﻪ‬S5,‫ﻟﻠﺗﺄﻛ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﺑﻳﺋﻪ‬ ‫ﻓﻰ‬ ‫ﺗﺗﻡ‬ ‫ﺃﻥ‬ ‫ﻳﺟﺏ‬ ‫ﺍﻟﺗﻔﺗﻳﺵ‬ ‫ﺍﺩﺍﺭﻩ‬ ‫ﻋﻣﻠﻳﻪ‬‫ﻣﻥ‬ ‫ﺩ‬
‫ﺍﻝ‬ ‫ﻭﻗﻭﺍﻋﺩ‬ ‫ﺑﺄﺳﺱ‬ ‫ﺩﺭﺍﻳﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫ﺟﻣﻳﻊ‬ ‫ﺃﻥ‬5S‫ﺟﺩﺍ‬ ‫ﻣﻬﻡ‬ ‫ﺍﻟﻌﻣﻝ‬ ‫ﻟﺑﻳﺋﻪ‬ ‫ﺍﻟﺗﺭﺗﻳﺏ‬ ‫ﻣﻥ‬ ‫ﻣﻌﻳﻥ‬ ‫ﻣﺳﺗﻭﻯ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺣﺻﻭﻝ‬ ‫ﻭﺃﻥ‬.‫ﻳﺟﺏ‬ ‫ﺍﻟﻣﻔﺗﺵ‬‫ﺃﻥ‬
‫ﺍﻝ‬ ‫ﻋﻣﻠﻳﻪ‬ ‫ﻓﻰ‬ ‫ﻭﺿﻌﻬﺎ‬ ‫ﺗﻡ‬ ‫ﺍﻟﺗﻰ‬ ‫ﻭﺍﻟﺟﺩﻭﻟﻳﻪ‬ ‫ﺍﻟﺩﻭﺭﻳﻪ‬ ‫ﺍﻷﻋﻣﺎﻝ‬ ‫ﺃﻥ‬ ‫ﻋﻠﻰ‬ ‫ﻳﺭﻛﺯ‬standardize‫ﺍﻟﻌﺎﻣﻠﻳﻥ‬ ‫ﺑﺳﺅﺍﻝ‬ ‫ﻳﻘﻭﻡ‬ ‫ﺃﻥ‬ ‫ﻭﻳﺟﺏ‬ ‫ﺳﻠﻳﻡ‬ ‫ﺑﺷﻛﻝ‬ ‫ﺗﺗﻡ‬
‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻛﻔﺎءﻩ‬ ‫ﻟﺗﺣﺳﻳﻥ‬ ‫ﺣﻠﻭﻝ‬ ‫ﻳﻘﺗﺭﺡ‬ ‫ﻭﺃﻥ‬ ‫ﻣﺷﺎﻛﻠﻬﻡ‬ ‫ﻋﻥ‬.

34. • Audit to ensure that processes established during S4– Standardization continue to be
maintained.
• Use the phase 1 work area as a model for other areas to match, and have the original 5S team
share their insights and experiences with employees in other work areas.
• Use newsletters, displays and other communication tools to publicize successes and reward
strong efforts with recognition.
• Evaluate 5S effectiveness and continue to improve. Conduct regular review meetings to identify
additional 5S opportunities.
‫ﺍﻟﻨﺠﺎﺡ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺗﻨﻔﻴﺬﻫﺎ‬ ‫ﻳﺘﻢ‬ ‫ﺧﻄﻮﺍﺕ‬:
-‫ﺍﻟﺴﺎﺑﻘﻪ‬ ‫ﺍﻷﺭﺑﻌﻪ‬ ‫ﺍﻟﺨﻄﻮﺍﺕ‬ ‫ﻓﻰ‬ ‫ﺗﻢ‬ ‫ﻣﺎ‬ ‫ﺗﻨﻔﻴﺬ‬ ‫ﻟﻀﻤﺎﻥ‬ ‫ﺍﻟﺘﻔﺘﻴﺶ‬.
-‫ﺗﻤﺖ‬ ‫ﺍﻟﺘﻰ‬ ‫ﻭﺍﻟﻤﺠﻬﻮﺩﺍﺕ‬ ‫ﻧﺠﺎﺣﻚ‬ ‫ﻟﻌﺮﺽ‬ ‫ﺍﻟﻤﺨﺘﻠﻔﻪ‬ ‫ﻭﺍﻻﺗﺼﺎﻝ‬ ‫ﺍﻟﻌﺮﺽ‬ ‫ﻁﺮﻕ‬ ‫ﺍﺳﺘﺨﺪﻡ‬.
-‫ﺍﻝ‬ ‫ﻓﺎﻋﻠﻴﻪ‬ ‫ﻣﺪﻯ‬ ‫ﻗﻴﻢ‬5S‫ﺍﻻﻧﺘﺎﺟﻴﻪ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺗﺄﺛﻴﺮﻫﺎ‬.
34

35. Definition - Sustain Target Outcome
Monitor, expand & refine 5S results A workplace that automatically restores
order, regulates activity, and continuously
improves.
Resources:
1. Management audit forms
2. Resources for communication and recognizing successes (newsletters, displays, awards)
3. Presentation tools for sharing best practices with other work areas
4. Management commitment and focus on maintaining the new standards
‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺃﻫﻢ‬:
-‫ﺑﺎﻝ‬ ‫ﺍﻟﺨﺎﺹ‬ ‫ﺍﻟﺘﻔﺘﻴﺶ‬ ‫ﺷﻴﺖ‬S5
-‫ﻭﺍﻟﻤﺘﺎﺑﻌﻪ‬ ‫ﺍﻻﺗﺼﺎﻝ‬ ‫ﻭﺳﺎﺋﻞ‬
-‫ﺍﻝ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﻟﻄﺮﻕ‬ ‫ﺃﻓﻀﻞ‬ ‫ﻋﺮﺽ‬ ‫ﻭﺳﺎﺋﻞ‬S5‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬
-‫ﺍﻝ‬ ‫ﺟﻮﺩﻩ‬ ‫ﻟﺘﺤﺴﻴﻦ‬ ‫ﻣﻌﺎﻳﻴﺮ‬ ‫ﺍﺳﺘﺤﺪﺍﺙ‬ ‫ﻋﻠﻰ‬ ‫ﻭﺍﻟﺘﺮﻛﻴﺰ‬ ‫ﺟﻴﺪﻩ‬ ‫ﺍﺩﺍﺭﻩ‬5S
35

36. __Sustain methods clearly defined, with responsibilities and target dates identified
__Sustain actions implemented, for example:
• 5S teams benchmark with each other and share ideas.
• 5S teams present projected results within the company and to others.
• 5S team results published in company communications.
• 5S teams visit other companies to get new ideas.
• Company leaders conduct 5S audits to see accomplishments and opportunities.
• Miscellaneous visual aids.
__Ideas generated for continuously improving the company’s 5S approach.
‫ﺍﻟﺩﻭﺭﻳﻪ‬ ‫ﺍﻟﻣﺗﺎﺑﻌﻪ‬:
-‫ﻭﺍﻷﻫﺩﺍﻑ‬ ‫ﺍﻟﻣﺳﺋﻭﻟﻳﺎﺕ‬ ‫ﻭﻣﺣﺩﺩﻩ‬ ‫ﺟﻳﺩﺍ‬ ‫ﻣﻌﺭﻓﻪ‬ ‫ﺍﻟﻣﺗﺑﻌﻪ‬ ‫ﺍﻟﻁﺭﻕ‬
-‫ﺗﻧﻔﻳﺫﻩ‬ ‫ﺗﻡ‬ ‫ﻣﺎ‬ ‫ﺗﻭﺛﻳﻖ‬:
-‫ﺑﻐﻳﺭﻩ‬ ‫ﺍﻟﻔﺭﻳﻖ‬ ‫ﺃﺩﺍء‬ ‫ﻣﻘﺎﺭﻧﻪ‬
-‫ﺍﻟﻣﺷﺭﻭﻉ‬ ‫ﻧﺗﺎﺋﺞ‬ ‫ﺍﺳﺗﻌﺭﺍﺽ‬
-‫ﺍﻟﺷﺭﻛﻪ‬ ‫ﻓﻰ‬ ‫ﺍﻟﻧﺗﺎﺋﺞ‬ ‫ﻧﺷﺭ‬
-‫ﺍﻝ‬ ‫ﻓﺭﻳﻖ‬5S‫ﺟﺩﻳﺩﻩ‬ ‫ﺃﻓﻛﺎﺭ‬ ‫ﻟﻳﻛﺗﺳﺏ‬ ‫ﺃﺧﺭﻯ‬ ‫ﻭﻣﺻﺎﻧﻊ‬ ‫ﺷﺭﻛﺎﺕ‬ ‫ﻳﺯﻭﺭ‬ ‫ﺃﻥ‬ ‫ﻳﺟﺏ‬
36

37. • Establish a calendar for sustaining activities and stick to it. Make it part of the company’s
operating discipline.
• Involve employees in sustaining 5S improvements. Engage them in evaluating areas outside their
workplace, providing support for other workplaces, and in visiting other companies that excel.
• Establish a 5S resource center to provide 5S supplies for teams so that they can readily sustain and
continuously improve their 5S results.
• An active management champion and the support of all managers is vital to 5S success.
‫ﻣﻔﻳﺩﻩ‬ ‫ﺃﻓﻛﺎﺭ‬:
-‫ﺍﻟﺷﺭﻛﻪ‬ ‫ﻧﻅﺎﻡ‬ ‫ﻣﻥ‬ ‫ﺟﺯء‬ ‫ﻭﺟﻌﻠﻪ‬ ‫ﺑﻪ‬ ‫ﻭﺍﻻﻟﺗﺯﺍﻡ‬ ‫ﻟﻠﺗﻔﺗﻳﺵ‬ ‫ﺯﻣﻧﻰ‬ ‫ﺟﺩﻭﻝ‬ ‫ﻋﻣﻝ‬.
-‫ﺍﻝ‬ ‫ﺗﻁﻭﻳﺭ‬ ‫ﻓﻰ‬ ‫ﻳﺷﺎﺭﻛﻭ‬ ‫ﺍﻟﻣﻭﻅﻔﻳﻥ‬ ‫ﺟﻌﻝ‬5S‫ﻭﺗﻭﻓﻳﺭ‬ ‫ﻟﻬﻡ‬ ‫ﺍﻟﺩﻋﻡ‬ ‫ﻭﺗﻘﺩﻳﻡ‬ ‫ﺃﺧﺭﻯ‬ ‫ﺃﻣﺎﻛﻥ‬ ‫ﻳﻘﻳﻣﻭ‬ ‫ﻭﺟﻌﻠﻬﻡ‬
‫ﺍﻟﺷﺭﻛﻪ‬ ‫ﺧﺎﺭﺝ‬ ‫ﺃﺧﺭﻯ‬ ‫ﺃﻣﺎﻛﻥ‬ ‫ﻟﺯﻳﺎﺭﻩ‬ ‫ﻟﻬﻡ‬ ‫ﺍﻟﻔﺭﺹ‬.
-‫ﺍﻝ‬ ‫ﻻﺣﺗﻳﺎﺟﺎﺕ‬ ‫ﻣﻭﺭﺩﻳﻥ‬ ‫ﺗﻭﻓﻳﺭ‬S5
-‫ﺍﻝ‬ ‫ﺗﻁﺑﻳﻖ‬ ‫ﻋﻥ‬ ‫ﻟﻠﻣﺳﺅﻟﻳﻥ‬ ‫ﺍﻟﺩﻋﻡ‬ ‫ﺗﻘﺩﻳﻡ‬5S‫ﺍﻝ‬ ‫ﻟﻧﺟﺎﺡ‬ ‫ﺟﺩﺍ‬ ‫ﺣﻳﻭﻯ‬ ‫ﻣﻁﻠﺏ‬ ‫ﻭﻫﺫﺍ‬5S
37

38. 1. If the program isn’t designed as well to eliminate the manufacturing wastes (7Wastes).
2. If there is no support from the top management.
3. If the 5S program isn’t designed to accomplish safety in the working environments.
4. Unavailability of tools, money, materials and training will fall down the 5S implementation.
‫ﺍﻝ‬ ‫ﺑﺮﻧﺎﻣﺞ‬ ‫ﻳﺠﻌﻞ‬ ‫ﻣﺎ‬ ‫ﺃﻫﻢ‬S5‫ﻳﻔﺸﻞ‬:
-‫ﻭﺍﻟﻤﺘﺎﺑﻌﻪ‬ ‫ﺍﻟﺘﻨﻔﻴﺬ‬ ‫ﻁﺮﻳﻘﻪ‬ ‫ﻓﻰ‬ ‫ﺧﻄﺄ‬,‫ﺍﻟﻔﺎﻗﺪ‬ ‫ﺗﻘﻠﻴﻞ‬ ‫ﺃﺳﺎﺱ‬ ‫ﻋﻠﻰ‬ ‫ﻳﻜﻮﻥ‬ ‫ﺃﻥ‬ ‫ﻳﺠﺐ‬ ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬ ‫ﺗﺼﻤﻴﻢ‬‫ﺍﻝ‬ ‫ﻭﺗﻘﻠﻴﻞ‬7‫ﻓﻮﺍﻗﺪ‬.
-‫ﺍﻟﻌﻠﻴﺎ‬ ‫ﺍﻻﺩﺍﺭﻩ‬ ‫ﻗﺒﻞ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﻐﻴﻴﺮﺍﺕ‬ ‫ﻻﺣﺪﺍﺙ‬ ‫ﺩﻋﻢ‬ ‫ﻳﻮﺟﺪ‬ ‫ﻻ‬.
-‫ﺍﻟﻌﻤﻞ‬ ‫ﺑﻴﺌﻪ‬ ‫ﻓﻰ‬ ‫ﺍﻷﻣﺎﻥ‬ ‫ﻟﺘﺤﻘﻴﻖ‬ ‫ﻛﺎﻓﻰ‬ ‫ﻏﻴﺮ‬ ‫ﺍﻟﺒﺮﻧﺎﻣﺞ‬.
-‫ﺍﻝ‬ ‫ﻻﻧﺠﺎﺡ‬ ‫ﻣﺨﺼﺼﻪ‬ ‫ﻣﻴﺰﺍﻧﻴﻪ‬ ‫ﺃﻭ‬ ‫ﻣﻌﺪﺍﺕ‬ ‫ﺃﻭ‬ ‫ﺃﺩﻭﺍﺕ‬ ‫ﻳﻮﺟﺪ‬ ‫ﻻ‬S5
1-Transportation.
2-Inventory.
3-Motion.
4-Waiting.
5-Over Processing.
6-Over Production.
7-Defects.
38

39. •Look for unsafe conditions
•Look for potential for unsafe acts
•Look for difficult tasks (are they ergonomic?)
•Try the jobs yourself… where could you get hurt?
•List the opportunities
•Resolve them
Put creativity before capital and put safety first!!!
39

40. 5S Audit Sheet forWorkshops Workshop Name: Completed
by
Score: Previous
Score
Date:
6S No Check Item Description Score
0 1 2 3 4
Safety
24 Personal
protective
equipments
Work areas require personal protective
equipments are clearly labeled?
25 Personal
protective
equipments
All of them is maintained in sanitary and
reliable condition?
26 Fire hose, fire
extinguisher
Are prominently displayed and are
unobstructed
27 Stop switches
and breakers
Highly visible and located for easy access
in case of emergency
28 Tripping
dangers such as
electric cables
Are removed from standing/walking
29 Work
environment
Satisfies the requirements of the work
being performed.Lighting (brightness &
color), air quality, temp….etc.40

41. 5S Audit Sheet forWorkshops Workshop Name: Completed by
Score: Previous Score Date:
6S No Check Item Description Score
0 1 2 3 4
Safety
30 Workplace
layout
Accommodates easy access in case of
emergency
31 Walkways and
vehicle paths
Clearly identified and unobstructed .Exists
are clearly labeled and unobstructed.
41

42. Involve support to the working group in order to support the success of the 5S in right way,
it Focus on the budget, material and tools required to implement the other 6S plan plus the
training procedures.
‫ﺍﻝ‬ ‫ﻟﺘﻄﺒﻴﻖ‬ ‫ﺍﻻﺯﻣﻪ‬ ‫ﺍﻟﻤﻮﺍﺭﺩ‬ ‫ﺟﻤﻴﻊ‬ ‫ﺗﻮﻓﻴﺮ‬ ‫ﻣﻦ‬ ‫ﻭﺍﻟﺘﺄﻛﺪ‬ ‫ﺍﻟﻘﺮﺍﺭ‬ ‫ﻟﻤﺘﺨﺬﻯ‬ ‫ﺍﻟﺪﻋﻢ‬ ‫ﺗﻘﺪﻳﻢ‬ ‫ﻋﻠﻰ‬ ‫ﺗﺮﻛﺰ‬S5ٍ‫ﻁﺒﻘﺎ‬ ‫ﺍﻟﻌﺎﻣﻠﻴﻦ‬ ‫ﺑﺘﺪﺭﻳﺐ‬ ‫ﺍﻻﻫﺘﻤﺎﻡ‬ ‫ﻣﻊ‬ ‫ﺳﻠﻴﻢ‬ ‫ﺑﺸﻜﻞ‬
‫ﺍﻟﻘﻴﺎﺳﻴﻪ‬ ‫ﻟﻠﻤﻌﺎﻳﻴﺮ‬.
Providing employees with an area where they can request support or tools.
‫ﻟﻄﻠﺐ‬ ‫ﻟﻠﻌﺎﻣﻠﻴﻦ‬ ‫ﻣﺴﺎﺣﻪ‬ ‫ﺍﻧﺸﺎء‬ ‫ﻣﻨﻬﺎ‬ ‫ﺍﻟﻐﺮﺽ‬
‫ﺍﻻﺯﻣﻪ‬ ‫ﻭﺍﻷﺩﻭﺍﺕ‬ ‫ﺍﻟﺪﻋﻢ‬.
42

43. 5S Audit Sheet for
Workshops
Workshop Name: Completed
by
Score: Previous
Score
Date:
7S No Check Item Description Score
0 1 2 3 4
Support
32 Training
Is everyone adequately trained in standard
procedure?
Is the implementation responsible person
familiar with the 5S tools (RedTags, Lining
Taps..etc).
33 Materials
Are all resources required to visualize &
standardize the workplace available in
sufficient quantity, such as lining tapes, red
tags…etc?
34 Budget
Is there a specific budget reserved to
implement 5S in the workplaces? Is this
budget approved by the top factory
administrators?
43

44. Also called Total Security management (TSM), 8S™ identifies and addresses SECURITY risks to key
business categories including fixed assets (PP&E), material, human capital, brand equity, intellectual
property, information technology, assets-in-transit and the extended supply chain.
Workplace standardization in the office and on the shop floor are matured to the point of ensuring they
are secure not just organized. As continuous improvement experts, it is beholden upon us to create an
ongoing effort to improve products, services, or processes.
44
Secure InventoryMaintenance
Security

45. 45
{ }
5S Audit Sheet for Workshops Workshop Name: Completed by
Score: Previous Score Date:
8S No Check Item Description Score
0 1 2 3 4
Security
35
Inventory of
asset
Whether an inventory or register is maintained with the
important assets associated with each information system. Whether
each asset identified has an owner, the security classification defined and
agreed and the location identified.
36
Resources
Is every one in the workplace know his responsibility ?
What is your budget for implementation of 5S? Max? min? identified?
Approved?
Is the number of labor required per each job identified in the
workplace?Wearing safety equipments?
37
Equipment
Maintenance
Whether the equipment is maintained as per the supplier’s
recommended service intervals and specifications. Whether the
maintenance is carried out only by authorized personnel.
38
Equipment
sitting
protection
Whether the equipment was located in appropriate
place to minimize unnecessary access into work areas.

46. 46
5S Audit Sheet forWorkshops Workshop Name: Completed by
Score: Previous Score Date:
8S No Check Item Description Score
0 1 2 3 4
Security
39
Power
Supplies
Whether the equipment is protected from power
failures by using permanence of power supplies such
as multiple feeds, uninterruptible power supply (ups), backup
generator etc.

47. Visual Organization
47

48. Visual Standards
Visual Equipments & Maintenance
Promote Error-Free Setup
‫ﺍﻟﺨﻄﺄ‬ ‫ﺍﺣﺘﻤﺎﻝ‬ ‫ﺗﻘﻠﻴﻞ‬
48

49. Making it clear to anyone at a glance whether the temperature or
pressure is within the normal operating range. In fact, these visuals
make it so easy to detect abnormalities, that anyone walking by
becomes a potential inspector, facilitating
early detection of potential problems.
Optimize Maintenance
It’s critical to take measurements at the same exact
place each time.To ensure that
the location for readings remains consistent.
‫ﺍﻟﻤﻄﻠﻮﺑﻪ‬ ‫ﺍﻟﺼﻴﺎﻧﻪ‬ ‫ﻋﻠﻰ‬ ‫ﺍﻟﺘﻌﺮﻑ‬ ‫ﻓﻰ‬ ‫ﻣﻨﻪ‬ ‫ﻭﺍﻻﺳﺘﻔﺎﺩﻩ‬ ‫ﺍﻟﺤﺮﺍﺭﻩ‬ ‫ﻭﺩﺭﺟﺎﺕ‬ ‫ﺿﻐﻂ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻤﻌﺪﻩ‬ ‫ﺣﺎﻟﻪ‬ ‫ﺍﻅﻬﺎﺭ‬.
‫ﻣﻌﺪﻩ‬ ‫ﻟﻜﻞ‬ ‫ﺍﻻﻫﺘﺰﺍﺯ‬ ‫ﻗﻴﺎﺱ‬ ‫ﺑﻨﻘﻂ‬ ‫ﺍﻟﺘﻌﺮﻳﻒ‬
49

50. Improper lubrication – too little or too much – is a
major cause of
equipment failure.A simple lube label as shown
below can save your company
significant costs in motor repair and replacement.
Oil level indicators
‫ﻣﻌﺪﻩ‬ ‫ﻟﻜﻞ‬ ‫ﻭﻣﻘﺪﺍﺭﺍﻟﺘﺰﻳﻴﺖ‬ ‫ﻣﻌﺪﻝ‬ ‫ﻛﺘﺎﺑﻪ‬
‫ﺍﻟﺰﻳﻮﺕ‬ ‫ﻣﻘﺎﺩﻳﺮ‬ ‫ﻋﻼﻣﺎﺕ‬ ‫ﺍﻅﻬﺎﺭ‬
50

51. Pump specifications
Vibration Measuring points for pump
‫ﻁﺮﻣﺒﻪ‬ ‫ﻛﻞ‬ ‫ﻣﻮﺍﺻﻔﻪ‬ ‫ﻭﺟﻮﺩ‬ ‫ﻣﻦ‬ ‫ﺍﻟﺘﺄﻛﺪ‬,
‫ﻣﻮﺗﻮﺭ‬,‫ﻣﻌﺪﻩ‬ ‫ﺃﻯ‬ ‫ﺃﻭ‬ ‫ﻛﻤﺒﺮﺳﻮﺭ‬.
‫ﻋﻠﻰ‬ ‫ﺍﻻﻫﺘﺰﺍﺯﺍﺕ‬ ‫ﻗﻴﺎﺱ‬ ‫ﺃﻣﺎﻛﻦ‬ ‫ﻭﺿﻊ‬
‫ﺍﻟﻤﻌﺪﻩ‬51

52. Visual Production / Process Control
‫ﻭﺍﻟﻰ‬ ‫ﻣﻦ‬ ‫ﺍﻟﻐﺎﺯﺍﺕ‬ ‫ﺧﺮﻭﺝ‬ ‫ﺍﺗﺠﺎﻩ‬
‫ﺍﻟﻤﻀﻐﻮﻁ‬ ‫ﺍﻟﻬﻮﺍء‬ ‫ﺍﺗﺠﺎﻩ‬
‫ﺍﻟﺴﻮﻳﺘﺶ‬ ‫ﻣﻮﺍﺻﻔﺎﺕ‬
52

53. Flash red light
Glass grenade fire
extinguisher
Visual Safety
Flash red light to illustrate the place of
the extinguisher through the fire fumes
‫ﺃﺣﻤﺮ‬ ‫ﻓﻼﺵ‬ ‫ﺑﻌﻤﻞ‬ ‫ﻭﺫﻟﻚ‬ ‫ﺍﻟﻄﻔﺎﻳﻪ‬ ‫ﻣﻜﺎﻥ‬ ‫ﺍﻅﻬﺎﺭ‬ ‫ﻳﺠﺐ‬ ‫ﺣﺮﻳﻖ‬ ‫ﺣﺪﻭﺙ‬ ‫ﻋﻨﺪ‬
‫ﻭﻳﺴﻬﻞ‬ ‫ﺍﻟﻄﻔﺎﻳﻪ‬ ‫ﻣﻜﺎﻥ‬ ‫ﺍﻟﺤﺮﻳﻖ‬ ‫ﺩﺧﺎﻥ‬ ‫ﺧﻼﻝ‬ ‫ﻣﻦ‬ ‫ﻳﻈﻬﺮ‬ ‫ﺣﺘﻰ‬ ‫ﺍﻟﻠﻮﻥ‬
‫ﺍﻟﻴﻬﺎ‬ ‫ﺍﻟﻮﺻﻮﻝ‬.
53

54. Visualize danger places
Visualize Medicines
inside
‫ﻭﺍﺿﺢ‬ ‫ﺑﺨﻂ‬ ‫ﻭﻭﻅﻴﻔﺘﻪ‬ ‫ﺩﻭﺍء‬ ‫ﻛﻞ‬ ‫ﺍﺳﻢ‬ ‫ﻛﺘﺎﺑﻪ‬
54

55. Make your own
visual
55

56. Process Information
ID Process Description ResourceType
S1 Sorting Indoor
S2 Set in Order (Stabilize) Indoor
S3 Shine Indoor
S4 Standardize Indoor
S5 Sustain Indoor
S6 Safety Indoor
S7 Support Indoor
7S-A 7S Auditing Indoor
Auditing Should be external, and if internal it should
be from a different deptartment because you can’t
audit yourself!!!56
‫ﺍﻟﻌﻣﻠﻳﺎﺕ‬
Eng. Mohammed HamedEng. Mohammed HamedEng. Mohammed HamedEng. Mohammed Hamed

57. Part ID Part
Description
Unit Open
Inventory
LeadTime Price / Unit
(LE)
Unit Size Waste
possibility
S1
RedTags Piece 2000 1 week 2/ piece --- 15%
Digital Camera Piece 1 2-3 days 1000/ piece -- --
S2
Labels Roll 100 2-3 days 50m 15%
Labels Printer Piece 1 2-3 days 1000 -- --
LiningTapes Roll 100 2-3 days 200 /Roll 50m 15%
Paints Kilo 100 2-3 days 30 1 Kilo 10%
S3
Cleaning
Supplies
Kit (brooms,
dust pans, rags)
50 2-3 days 150 Kit
Degreasers Kilo 100 2-3 days 250 /Kilo Kilo 10%
S4
A3 papers Lot 1 2-3 days 120 /Lot 500 pieces 10%
Color printer
(A4)
Piece 1 2-3 days 300/piece Piece 10%
S5
A4 papers Lot 100 2-3 days 30/Lot 500 pieces 10%
Material Information
57

58. Manpower Information
Process ID Process
Description
Man.hr/workshop Crew Size
man.hr
LE man.day
S1 Sort 2 1 50
S2 Set in Order 14 1 50
S3 Shine 21 1 50
S4 Standardize 14 1 50
S5 Sustain 1 1 50
S6 Safety -- -- --
Operating Condition
Operating Conditions= 6days/week 7hrs/shift 1 shift/day Weekend=Friday
58
‫ﻭﺭﺷﻪ‬ ‫ﻟﻛﻝ‬ ‫ﺍﻟﻣﻁﻠﻭﺑﻪ‬ ‫ﺍﻟﻌﻣﺎﻟﻪ‬
‫ﺍﻟﻌﻣﻝ‬ ‫ﻅﺭﻭﻑ‬

59. ID Description Predecessor
S1-0 Preparation of resources & material.
S1-1 Select a 5S application area and take “before” pictures. S1-0
S1-2 Review sorting criteria – recommended criteria are frequency of use, criticality,
and quantity needed for production.
S1-1
S1-3 Create a red tag area – mark off a corner or space to identify it as the local red
tag area.
S1-2
S1-4 Tag, record, and move items to the red tag area – keep records so that the
company can track assets.
S1-3
S1-5 Take “after” pictures of the uncluttered work area and red tag area. S1-4
S1-6 Items not reclaimed by the work group within a set amount of days are moved to
the company’s central red tag area.
S1-5
Process Planning
S1-Sorting
S1-1 S1-3S1-2S1-0
S1-4S1-5S1-6
59
‫ﺍﻟﺗﺧﻁﻳﻁ‬

60. S2-Set in Order
ID Description Pred
S2-0 Preparation of resources & material.
S2-1 Place borders around equipment and objects that rest on the floor.This clearly
identifies the location of equipment and also warns people passing by not to get too
close.
S2-0
S2-2 Use an address system to identify plant locations, storage areas, and shelf locations. S2-1
S2-3 Label tools, fixtures, jigs, etc., for easy cross-identification with storage location
markings.
S2-2
S2-4 Where possible, use pictures and graphics to facilitate recognition. Employees can
implement this aspect of S3 by placing parts or images of parts above storage
locations or creating shadow profiles on tool boards.
S2-3
S2-5 Take “before” pictures.This is your last chance to capture the past before you move
towards the future.
S2-4
S2-6 Implement workplace changes. Plan to do…do the plan. Now is the time to
implement your changes. Be sure to involve necessary company personnel, such as
skilled trades, plant maintenance, engineering, quality, etc.
S2-5
S-7 Take “after” pictures.Take lots of pictures – they memorialize your success and serve
as a valuable company record.
S2-6
60

61. S3-Shine
ID Description Pred
S3-0 Preparation of resources & material.
S3-1 Define “clean” – you may face conflicting definitions for clean within your work
area. Find a definition that everyone supports.
S2-0
S3-2 Get cleaning supplies S2-1
S3-3 Take “before” pictures – a record of your current state often generates the
motivation to keep things clean.
S2-2
S3-4 Clean the work area – share the work load among the group. S2-3
S3-5 Eliminate small imperfections through cleaning and inspecting activity. S2-4
S3-6 Take “after” pictures – use photographs to demonstrate your results. S2-5
61

62. ID Description Pred
S4-0 Preparation of resources & material.
S4-1 Brainstorm ideas for making the 5S changes standard operating procedure.
That may mean updating workplace procedures, checklists, job aids, diagrams
and the like.
S4-0
S4-2 Update documentation to reflect the changes. If your company has an ISO
Coordinator, get the person involved to assure compliance with ISO
requirements.
S4-1
S4-3 Make sure all stakeholders are aware of the new standard – inform and
educate.
S4-2
S4-Standardize
62
ID Description Pred
S5-0 Preparation of auditing list.
S5-1 On site Investigation. S5-0
S5-Sustain

63. 1S - Sort 2S - Set In Order
•Extra work space
•Improved safety
•Improved productivity
•Improved utilization of materials, supplies, and
resource
•More visible work flow
•Improved employee satisfaction (better place
to work)
•Improved quality
•Elimination of time, motion, and effort needed
to search for or retrieve tools and supplies
(tools and supplies are located at point of use)
•Improved safety through an organized
workplace
•Increased productivity
3S- Shine 4S - Standardize
•Cleaner and more satisfying place to work
•Improved Quality
•Maintenance issues exposed faster (planned
downtime vs. unplanned downtime)
•Improved safety (fewer accidents)
•Do things in a consistent and standard way.
•Standardize activities.
•Standardize procedures.
•Standardize Instruction.
•Standardize schedules.
•Standardize persons responsibility.
63
‫ﺍﻷﻫﺩﺍﻑ‬
‫ﺃﻣﺭﻯ‬ ‫ﻟﻰ‬ ‫ﻭﻳﺳﺭ‬ ‫ﺻﺩﺭﻯ‬ ‫ﻟﻰ‬ ‫ﺍﺷﺭﺡ‬ ‫ﺭﺏ‬

64. 64
Literature References
• 5S / Visual Workplace Handbook by Brady
• Total Productive Maintenance by Steven Borris
Eng. MohammedEng. MohammedEng. MohammedEng. Mohammed Hamed AhmedHamed AhmedHamed AhmedHamed Ahmed SolimanSolimanSolimanSoliman
The American University in Cairo
Email: mohammed@personal-lean.org
m.h.ahmed@ess.aucegypt.edu
Tel: +201001309903
For More Resources & Lectures PleaseVisit: www.personal-lean.org