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Introduction to 5S
technique of Workplace
Management
Trainers: Priyank Tewari and Shashank Sharma
2
What is Workplace Management?
• A Systematic and Rational approach to a
clutter free, safe workplace with the objective
of reducing waste and preparing the ground
for further improvement
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What problems do you commonly
encounter at your workplace?
1.
2.
3.
4.
5.
High Absenteeism
High Turnover (movement)
De-motivated Employees
Disordered/Cluttered Environment
Mistakes/Errors
5S is the answer to all these problems!
©
4
What is 5S?
1. 5S is a house-keeping technique which is applied to
enhance productivity and safety in any enterprise
2. Developed by the Japanese
3. Helps Create a Better Working Environment and a
Consistently High Quality Process
4. It is usually the first Lean Management technique
implemented in any enterprise
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5S - Background
• Since the early 80’s Japanese industries widely
practiced 5S as a powerful technique to improve
productivity and quality
• Today, 5 S is used worldwide to prepare the ground
for improvement
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Discovery of 5S
• In the 1980’s, researchers started studying the secret
of success of Japanese manufacturing companies
• 5S turned out to be the most impressive "secret"
• The factories were so well organized that abnormal
situations were readily apparent
• Equipments were so clean and well maintained that
any problem such as a loose bolt or leaking oil could
be easily seen
• This passion of cleanliness and orderliness became a
hallmark of Japanese organizations
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Idea behind 5S
In order to achieve high levels
of
Quality,
Safety
and
Productivity, workers must
have a conducive working
environment
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Advantages of 5S
• If tools and materials are conveniently located in
uncluttered work areas:
▫ Operators spend less time looking for items
▫ Higher workstation efficiency, a fundamental goal in
mass production
• A clean and tidy workplace leads to greater well being
and increased motivation
• Company image improves
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Advantages of 5S
• Health and Safety is ensured
• Machine maintenance
• Quality
• Productivity
• Lean Manufacturing
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Advantages of 5S
• Results in a place easier to manage
• Smooth working
No Obstruction
• N0 deviation or problem arises because everyone knows
where the things are supposed to be
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Advantages of 5S
• Time saving
• Quick retrieval
• Accidents and mistakes minimized
• Increases Space
• Creates workplace ownership
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Advantages of 5S
• Foundation of all QC tools
▫ Continuous Quality improvement
▫ Enables Lean Manufacturing
▫ Kindergarten of Quality tools and techniques
• Enables Visual Management
▫ In a clean and tidy working environment it is easier to
spot problems
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Kindergarten of all QC tools
• 5S is the starting point of all the QC tools
• Could be said as the pre-requisite of all QC tools
▫ If an enterprise is embarking on the Lean Management
journey to improve the quality of production or
process, it must definitely have 5S implemented
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Why do 5S?
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Levels of workplace organization
• Following the 5 S principles and reducing waste
• Extending the 5 S concept to include ergonomics –
interaction of workers with their environment
• Extending the 5 S concept to include aesthetics
– how to maintain the look and feel of the working
place
• Educating others
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Elements of 5S
• 5S comprises of 5 Simple steps:
1. SEIRI ------------- Sorting out
2. SEITON ---------- Setting in Order, Systematic
Arrangement
3. SEISO ------------ Shining, Spic and Span
4. SEIKETSU ------- Standardization
5. SHITSUKE ------- Sustain, Self Discipline
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Step 1 – SORTING (SEIRI)
• Objective: Saving and Recovering Space
• What do we intend to do?
▫ Segregate necessary from un-necessary and throw
away what is not required at all
▫ Decide on a frequency of sorting
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Step 1 - SORTING (SEIRI)
1. Decide what you need
2. Remove unnecessary clutter
3. All tools, gauges, materials, classified and then
stored
4. Remove items which are broken, unusable or only
occasionally used
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Red-tag technique
1. Give staff Red Labels
2. Ask staff to go through every item in the workplace
3. Ask if needed and those that are needed, in what
quantity
4. If not needed, then RED TAG it
5. Store in the RED TAG area
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Red-tag technique
For the suspected/not-sure items:
6. Place the suspected items in the RED TAG area for
one week
7. Allow the staff to re-evaluate the needed items
8. At the end of week, those items that are needed and
frequently used should be returned
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©
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Prioritization technique
Priority
Low
Frequency of Use
How to Use
• Less than once per year • Throw away
• Once per year
• Store away from the
workplace
Average
• Once per month
• Once per week
• Once per day
High
• Store together but
offline
• Locate at the workplace
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5S Sorting Algorithm
Sorting
Not in
working order
Scrap
Reworkable
Rework
Rejected
Discard
Usable
In working
order
Necessary
Reparable
Repair
Un-necessary
Un-reparable
Discard
Usable
No Potential
use
Potentially
useful
Move to
required
location
Discard
Usable
Usable
Require
Special
Disposal
Arrange
Disposal
Discard
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Before Sorting
After Sorting
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Step 2 – Setting in Order (SEITON)
• Objective: Minimize search time and errors
• What do we intend to do?
▫ Analyze why getting things out and putting them back
takes so long
▫ Put things in ORDER
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Step 2 – Setting in Order (SEITON)
•
A rational, orderly and methodical arrangement of all
items we use, re-work or write off
•
Once all un-needed items have been eliminated, it is
needed to manage the remaining useful items
•
Organise layout of tools and equipment
1. Mark Designated locations
2. Use tapes and labels
3. Ensure everything is available as it is needed and at
the “point of use”
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Step 2 – Setting in Order (SEITON)
Workplace Checkpoints
1. Positions of aisles and storage places clearly marked?
2. Tools classified and stored by frequency of use?
3. Pallets stacked correctly?
4. Safety equipment easily accessible?
5. Floors in good condition?
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The SEITON Mantra!
A place for everything and
everything in its place!
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Review each item
No. Step
1) Name of Item
2)
Retrieval
3)
Search
4)
Carrying the item
Probable problems
a) Do not know what it is called
a) No pre-fixed location
b) Storage in far away location
c) Storage locations are scattered
d) Too many repeat trips
e) Hard to get out
f) Too big to carry
g) Need to set or assemble
a) Difficult to find because a lot of things are there
b) Not labelled
c) Not there but not clear if someone is using it
a) No way of transport
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Before systemizing
After systemizing
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Step 3 – Shine (SEISO)
• Objective: Make it easier to inspect for problems and
take faster corrective action
• What do we intend to do?
▫ Understand how to prevent things from getting dirty
▫ Ensuring tip-top condition
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Step 3 – Shine (SEISO)
SEISO aims to:
1. Create a spotless workplace
2. Identify and eliminate causes of dirt and grime –
remove the need to clean
3. Sweep, dust, polish and paint
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Step 3 – Shine (SEISO)
Steps to be followed during or after major
housekeeping :
1.
2.
3.
4.
5.
Do a survey of the origins of grime & leakage
Set priorities for cleaning where grime is most
study why things are dirty
study possible plan of action
Decide on action steps/ responsibility/ timeframe
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Step 3 – Shine (SEISO)
SEISO golden rules:
• If there’s Lesser number of items, there is
lesser to clean
• One is best (office example)
▫
▫
▫
▫
One page memo
One day processing
One location files
One copy filing
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SEISO checklist
No. Type of Grime in office
1)
Dirt
3)
Source
Dust
2)
Tick if applicable
Water
4)
Fittings
5)
Litter
6)
Temperature
7)
Other
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Before systemizing
After systemizing
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Step 4 – Standardize (SEIKETSU)
• Objective: Achieving higher productivity and better
quality through higher employee morale
• What do we intend to do?
▫ Ensure conducive and safe working environment
▫ Make cleanliness standard across the enterprise
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Step 4 – Standardize (SEIKETSU)
• Following of earlier 3 S’s, standardized work
procedures, maintaining safe & hygienic conditions
in work place contribute to a serene atmosphere
• Define standards for:
▫ My Job – Product and Processes
▫ My Machine
▫ My Working areas
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Step 4 – Standardize (SEIKETSU)
Specific objectives of SEIKETSU:
1. A five-minute daily clean up habit
2. Keeping a balance between personal cleanliness
and the cleanliness of the environment / work
place
3. Avoiding littering. Learning to pick-up tiny pieces
of waste around
4. Regularly audit using checklists and measures of
housekeeping
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Step 4 – Standardize (SEIKETSU)
Guidelines for implementing SEIKETSU:
1. Generate a maintenance system for the first three
S’s
2. Develop procedures, schedules, practices
3. Continue to assess the use and disposal of items
4. Regularly audit using checklists and measures of
housekeeping
5. Real challenge is to keep it clean
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Step 5 – Self-Discipline (SHITSUKE)
• Objective: Achieving constancy of purpose. Making it
a way of life.
• What do we intend to do?
▫ Training
▫ Evaluation
▫ Follow-up
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Step 5 – Self-Discipline (SHITSUKE)
•
•
•
•
•
Driving force behind all 5S
Make it a way of life
Part of health and safety
Involve the whole workforce
Develop and keep good habits
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Step 5 – Self-Discipline (SHITSUKE)
Specific objectives of SHITSUKE:
• Instilling the ability of doing things the way they are
supposed to be done
• Becoming a role model by treating your work place
as your second home
• Influencing others to join in keeping a wellmaintained work place.
• Aiming for constant improvement
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Self-Discipline Checklist
• Introduce 3 min 5 S activity system
▫ How often
• Introduce 5 S Activity Evaluation system
• Train Evaluators
• Train Implementers on
▫ Problem solving steps
▫ What defects to look for
▫ Preparing and using implementation checklist
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5S Evaluation
©
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5S Evaluation
• An activity or related activities to determine whether
there is an existence of a system & the system is in
operation as per established norms
• It also verifies whether the system & results are
taking the organization towards the desired
objectives.
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5S Evaluation
How to evaluate the benefits of 5S?
1. Visible benefits:
1. Photographic evidence
2. Employee movement tracking
2. Audit:
1. Internal audits of processes
2. External audits through consultants
3. Ratings:
1. Employee feedback
2. Binary responses and % ratings
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Visible benefits
1. Photographic evidence
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Visible benefits
2. Employee movement tracking
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Audits
No.
Category
Topic
Workplace 5S Audit Sheet
Description & Score
1
2
3
Audit Questions
4
1
Sort
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100%
Removal of Unnecessary items
does not
exist
exists but is
not known
known but
not used
often used
0% - 20%
21% - 40%
41% - 60%
61% - 80%
Improvement Points
3
2
81% - 100%
of the audit
area
3
Set in Order
Proper condition of
items
A process for setting items in order
Workplace condition
Free of trash, scrap, soil, leaks, dust etc.
within
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100%
Cleaning to inspect
3
of the audit
area
always used
A process for removing un-necessary items
Workplace condition Necessary items are at point of use for
2
_/5
5
Workplace condition Un-necessary items are removed from
A process for daily cleaning to inspect the
workplace condition
does not
exist
exists but is
not known
known but
not used
often used
always used
Shine
does not
exist
exists but is
not known
known but
not used
often used
always used
4
of the audit
area
3
1
Standards exist for markings, colors, item
Workplace condition locations, signage etc. at
4
Standardise
A process to review, revise and update
Revision of standards standards
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100%
does not
exist
exists but is
not known
known but
not used
often used
of the audit
area
always used
3
1
The current high score for 5s is maintained
Workplace condition by
5
Sustain
Auditing 5S
Auditor name:
A process for auditing and checking 5S
condition and processes
Audit Date:
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100%
does not
exist
exists but is
not known
known but
not used
often used
of the audit
area
always used
Total score for this audit out of 100
1
Conduct another red tag activity
Refresh training for all supervisers and
operators in red tagging procedure
Arrangement of items at point of use is
good overall but clearly there are more
tools than needed for the job
There are standards for point of use tool
storage
We need a better way to catch fabric
scraps on the floor
Cleaning is ad-hoc and up to individual recommend making time at start and end
of shift to tidy up
Some areas have excellent visuals
(cutting area) while others none
A process for revision of standards is
needed - currntly revision only occurs
because of customer complaints
There is no tracking of 5S scores
Management does not audit 5S regularly
1
44%
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Ratings
An example of how 5S implementation can be evaluated
using Binary and % ratings*
Evaluating Seiri (Sort) stage:
1. Material availability Give 1 mark if material is fully available or
give 0 marks if material is not fully available
2. Defective goods If there are X items which contains Y items as
defective Then the marks will be Fraction of fine goods = [1{Y/X}]
3. Operating condition Give 1 mark if operating condition is under
control and give 0 marks if operating condition is not under
control.
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Ratings
An example of how 5S implementation can be evaluated
using Binary and % ratings*
Evaluating Seiri (Sort) stage:
4. Relative information about working condition, process
guidelines, tools information, material information etc., is also
important for Seiri rating. Give 1 mark for full information and
give 0 marks for partial information.
5. Elimination of waste Let total N no of wast are listed but only M
were eliminated the marks of elimination process will be
Fraction of waste elimination = [1- {M/N}]
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Ratings
An example of how 5S implementation can be evaluated
using Binary and % ratings*
Evaluating Seiri (Sort) stage:
• Now add all five marks and get total rating of Seiri out of 5. If the
Seiri system will get less than 3 marks then do the arrangement
again
• Do this for all the stages and calculate the average 5S rating
* Based on a paper on Performance Improvement through 5S in Small Scale Industry: A case study by P. M. Rojasra, M. N.
Qureshi, International Journal of Modern Engineering Research (IJMER) Vol. 3, Issue. 3, May - June 2013 pp-1654-1660
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Attributes of an evaluator
•
•
•
•
One who believes in 5 S
Strict, Fair and Tactful
Must be able to do it in an competent manner
Willing to go to the workplace, offer advice and point
out problems when necessary
• Should be able to comment on successes and
shortcomings clearly
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Group Activity
We will work on a hypothetical scenario to implement 5S
1. Divide in groups of 6 each.
2. Think of any activity which you engage in regularly. For
example: Working in Office, Working in kitchen, Working
on your computer, Running a plant etc.
3. Discuss how you can implement 5S in these activities (Use
flip charts)
4. Also mention how you will evaluate the improvements after
using the 5S technique
5. Present to the gathering
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Absence of 5S leads to 5D
1.
2.
3.
4.
5.
Delays
Defects
Dissatisfied customers
Declining profits
Demoralized employees
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Litmus test for 5S
• 30 second rule
• One must locate any item within 30 seconds if 5S is
properly implemented
• Ex: Electronic records retrieval from your
desktop/laptop
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How can 5S help you?
1.
2.
3.
4.
5.
6.
Neat and Clean Workplace
Smooth working
No Obstruction
Safety increases
Productivity improves
Quality improves
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How can 5S help you?
7.
8.
9.
10.
11.
Wastage decreases
Machine maintenance becomes easy
Visual Control become possible
Motivated employees
Spacious workstations
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Visual Management
©
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What is Visual Management
A technique where control of an activity or process is made
easier or more effective by deliberate use of visual signals.
They give feedback to an operator about how a process is working and
can alert the operator to act
Usually used in 5S, but can be implemented with any process
improvement initiative
Visual Controls can also include audible signals
The 3 beeps from your microwave once your food has finished cooking
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Goals of Visual Management
The goal of visual controls is to make a process:
Self-explaining
Scoreboard at a baseball game
Self-ordering
RO system
Self-regulating
Traffic lights
Self-improving
Facilitate corrections in MS Word or email
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The idea behind Visual Management
When someone walks into the workplace they should
be able to determine:
▫
▫
▫
▫
What the process is,
Who the customers and suppliers are,
What the deliverables are,
Where and what resources are being used in the
process,
▫ The health of the process,
▫ That there is an effective measurement system in place.
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Examples of Visual Management
The red light on your DVR indicating a movie is
recording
Different colored clothing for different cricket teams
Painted lines on the highway
The red and green lights outside of an operation theatre
Traffic lights
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Visual Control tools
1. Takt boards
2. Issue boards
3. 5S boards
4. KANBAN cards
©
1. Takt board
Part number specific
Process summary
Number of parts in a process
Jobs in process
Quantity of WIP
Value of WIP
Daily Takt rate for each part
Daily Takt rate for process
Daily summary information
Daily summary information
Takt
Productivity
Actual output
Actual output
WIP
WIP
Cycle time
Cycle time
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1. Takt board
©
2. Performance/Productivity board
Production/process related issues
“Can-do” items can be resolved by the team
“Need help” need external assistance from management team, engineer,
maintenance to resolve
Dashboard metrics
Productivity
First pass yield (scrap, repair, rework)
Rolled throughput yield
Timeliness
On-time delivery
Weekly Takt rate average
Equipment uptime/downtime
(unscheduled maintenance)
Quality
Process capability and stability indices
Financial
Cross-training matrices
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3. 5S Board Information
Used to maintain 5S
Set in order maps
Standardize checklists
5S audit results (checklist)
5S audit results (spider graph)
Action plan for improvement
Before/after photos
©
4. Kanbans
Visual signal to:
Replenish materials
consumed in the
production process over
time
Trigger action
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Cellular layout
©
Cellular Layout
Linking of manual and machine operations into the most
efficient combination to maximize value-added content
while minimizing waste.
Punch
De-burr
Cut to size
Package
Form
Sand
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Benefits of Cellular layout
• Simplified scheduling and communication
• Minimal inventory needed between processes
• Increased visibility
• provide quick feedback and problem resolution
• Development of increased product knowledge
• workers are trained to understand the total process
• Shorter lead times
• Small lots and one piece flow
• to match customer demand
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5 step cellular design process
1.
2.
3.
4.
5.
Group Products
Establish Takt Time
Review the Work Sequence
Balance the Process
Design the Cell Layout
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1. Group Products
Product grouping considerations
Group products with similar:
• Process/Resource Requirements
• Changeover/Set-up Times
• Process Time Variation
• Demand vs. Capacity
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76
2. Establish Takt time
• Takt time can change
• What can you change to match takt time?
▫ Number of people
▫ Number of cells (requires investment in
machinery)
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3. Review the work sequence
1. Observe and document the tasks each worker performs
▫
▫
Observe, don’t just ask
The steps are defined by the designer
2. Break operations into observable segments
3. Study machine capacity, cycle times, and changeover times
4. Look for value-added and non-value-added elements
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4. Balance the process
Before
After
60
60
50
Seconds
Seconds
50
40
30
20
10
40
30
20
10
0
0
1
2
3
4
Operation Work Content
5
1
2
3
4
Operation Work Content
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4. Design the cellular layout
Design the work to:
•
•
•
•
•
Minimize motion
Avoid unnatural postures and movements
Avoid sharp turns in motion
Make moves easy to perform without much concentration
Use hands and forearms instead of upper arms and shoulders
for light work
Minimize lifting
•
• Follow a rhythm
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