1. ‘5S’
METHOD OF WORK PLACE
ORGANIZATION AND VISUAL
CONTROLS
Popularized by Hiroyuki Hirano (1990).
The origin is rooted in the works of two
American pioneers Frederick W. Taylor
and Henry Ford – Studied by Japanese
managers.
2. ‘5S’ – Each ‘S’ means.,
• SEIRI – Sort - Clearing
• SEITON – Set - Organizing
• SEISO – Shine – Cleaning
• SEIKETSU –Standardizing
• SHITSUKE – Sustain – Self
Discipline and Training
3. COMMON MIND SETS…
• Its an additional burden. Too busy to do
5S activities.
• Why clean it? It will get dirty again
• We cannot change the existing setup.
• More work pressure – No time for these
things
4. COMMON MIND SETS…
• Expensive – Why to waste money?
• We are comfortable – Why to change?
• It will take time.
5. But the winning
companies says…
• Work efficiency enhanced due to
organized work place
• Achieve remarkable cost reduction in
production process and improved
productivity by 20%
6. But the winning
companies says…
• Promotes safe, healthy and beautiful
work environment
• From the bottom of the list we become
the number two profit maker
• Waste elimination, Cycle time reduction,
Space generation, Inventory reduction
and improved work ethics
12. SORT – Fights with Habits
• It is difficult and confusing to decide which
would be wanted in future.
• People tend to keep extras or duplicates “just in
case a need comes in future”
• People do not realize the importance of space,
believing in unlimited space availability.
JUST-IN-CASE JUST-IN-TIME
14. What is unwanted?
1. Parts & Work in Process (WIP)
• Things fallen back behind the machine
• Extra WIP
• Stock of rejected items
• Items accumulated over period for rework
• Material awaiting disposal decision
• Material brought for some trial, still lying even
after trial
• Small qty of material no longer in use
15. 2. Tools, Toolings, Measuring devices
• Old jigs, tools not in use
• Broken tools, bits, etc.
• Measuring equipment not required for the operation
being performed
3. Shelves and Lockers
• Shelves and lockers tends to collect things that
nobody ever uses , like surplus, broken items etc.
4. Passages and Corners
• Dust, material not required seem to gather in corner
What is unwanted?
16. 5. Besides Pillars, Floors
• These places tends to collect junk.
6. Walls and Boards
• Old out dated notices which have lost their
relevance
• Dust, remains of torn notices, cello tape piece
What is unwanted?
17. What is unknown?
• Simple –
• Unable to decide whether it is useful or
not.
• Good material – Not useful to you. May be
of use to somebody else.
18. SEIRI =SEIRI = SortingSorting
Activity Establish a criteria for eliminating unwanted items
Eliminate unwanted items either by disposing
them or by relocating them.
Meaning Distinguish between necessary and
unnecessary items and eliminate the
unnecessary items
Success Area saved or percentage of space available
Indicator
20. SEITON – SET -
ORGANIZING
• “A place for everything and
everything in its place”
• Identify and allocate a place for
all the materials needed for your
work.
21. • Decide where things belong.
• Decide how things should put
away
• Obey the put away rules
SEITON – SET -
ORGANIZING
23. SEITON =SEITON = SET-ORGANIZINGSET-ORGANIZING
Activity - Functional storage
- Creating place for everything and putting
everything in its place
Meaning To determine type of storage and layout
that will ensure easy accessibility for
everyone .
Success - Time saved in searching
Indicator - Time saved in material handling
24. INTERACTIVE BIT
Discuss two areas where production
is frustrating
• Do the tools keep going missing, or do
you have to wait for them to become
available.
• Do operators zig-zag around the area
and/or get in each others way
• Do we have Mix Ups?
•
25. SEISO – SHINE - CLEANING
• Here cleaning means more than
just keeping things clean – Its for
your safe.
• At least 5 minutes everyday for
cleaning
26. SEISO-SHINE-CLEANINGSEISO-SHINE-CLEANING
Activity - Keep workplace spotlessly clean
- Inspection while cleaning
- Finding minor problems with cleaning inspection
Meaning Cleaning trash, filth, dust and other foreign
matter. Cleaning as a form of Inspection.
Success - Reduction in machine down time
Indicator - Reduction in no. of accidents
28. SEIKETSU -
STANDARDIZING
• Regularising 5S activities by putting
systems in place – Everyone does things
the same way
• Make it easy for everyone to identify the
state of normal or abnormal condition.
• For maintaining previous 3S, use visual
management
5S IS EASY TO DO ONCE –
CONSISTENCY IS DIFFICULT
29. SEIKETSU - STANDARDIZINGSEIKETSU - STANDARDIZING
Activity - Innovative visual management
- Colour coding
- Early detection of problem and early action
Meaning Setting up standards / Norms for a neat,
clean,workplace and details of how
to maintain the norm (Procedure)
Success Increase in 5S indicator
Indicator
30. • Make ‘5S’ is a HABIT
• Without this, the time involved
in all the other S will be in
vain.
SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING
31. • We need Everyone to maintain
5S guidelines.
• To maintain discipline, we
need to practice and repeat
until it becomes way of life.
• Discipline is the core of 5S
SHITSUKE – SUSTAIN – SELF
DISCIPLINE & TRAINING
32. SHITSUKE – SUSTAIN –
SELF DISCIPLINE &
TRAINING
• Commitment +
Everyone’s Involvement =
Success to 5S
33. SHITSUKE-SUSTAINSHITSUKE-SUSTAIN
Activity - Participation of everyone in developing good
habits
- Regular audits and aiming for higher level
Meaning Every one sticks to the rule and makes it a
habit
Success High employee morale
Indicator Involvement of all people
35. The rules…
• Remove fixed ideas.
• Think of ways to make it possible.
• No excuses needed.
• Go for the simple solution, not the perfect one.
• Correct mistakes right away.
• Repeat ‘Why’ 5 times.
• Ask ideas from many people.
• There is no end to improvement.
36. BENEFITS
Reduced set-up times
Reduced cycle times
Reduce searching time
Increased floor space
Lower safety incident/accident rate
Less wasted labor
Better equipment reliability
Higher Quality
Lower cost
Reliable Delivery
37. Roles and Responsibility
• Leaders must set the tone and lead by
example.
• We should commit to the initiative,
Provide time to the workforce to develop
and implement 5S changes.
• Any implementation should have a drive.
• Conduct short, focussed and frequent
communication sessions.
• Select areas that needs 5S – as pilot areas
• Share the successes