Find details about TFM first tool Lean 5S Introduction and Methodology by AddValue Consulting.

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“5-S Methodology”
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2. Introduction to 5S
• 5S is an approach originally developed in Japan for better house
keeping. Now it is been utilized for keeping better work place.It
includes 5 steps which are to be followed sequentially.
• Following Japanese terms collectively are as called 5S
– 1S - Seiri or Sort
– 2S - Seiton or Set In Order
– 3S - Seiso or Shiny Clean up
– 4S - Seiketsu or Standardize
– 5S - Shitsuke or Sustain
• By Implementing 5S one will get to know how cleanliness,
orderliness, safety practises and better work environment results in
increased free space, higher yield and transparency in work.

3. Requirements of 5S
• To implement 5S following are the requisites
1. Consciousness for
a. Strong determination
b. Training
c. Constant Efforts
2. Ability to
a. Judge what is important
b. Attention to details
3. Continuous implementation through total employee
participation and better communication

4. 1st ‘S’ – Seiri or Sort
Step 1 : Tagging the following
a. Not needed at all
b. Needed But Not Now
c. Needed But Not Here
d. Needed But Not So Much
Quantity
Step 2 : Entry in Red tag Register
Step 3 : Assign Red Tag area and
dump the scrap
It aims at taking out unnecessary items and dumping it
into garbage(i.e Red Tagging)

5. Tools
Step 1 Step 2 Step 3

6. Action during Seiri

7. • Red tag anything that is not needed !
• In manufacturing departments that
means checking stock, machines,
equipment, particular locations such as
shelves , etc.
• In clerical departments it includes
documents, stationery and machines .
• However, you should never ever red tag
people, even if you are sometimes
tempted to!
What do we attach red tags to ?

8. Key Indicators
 Indicators of success
1. Decrease in unnecessary items and reserved stocks
2. Reduction in sq.ft area consumed
 Checklist –
• Do you find items scattered in your workplace?
• Are the boxes ,papers and other items left in a
disorganized manner?
• Are there equipment and tools on the floor ?
• Are all items sorted out and placed in designated
spots?
• Are tools and stationary properly sorted and stored ?

9. Result from Seiri
Created free
space

10. SEIRI - Removed Unwanted Items
Cash flow improved!

11. 2nd ‘S’ – Seiton or Set In Order
• It aims at arranging the necessary items in proper order
so that they can be easily picked up for use
• Steps for Seiton
1. Systematic Arrangement is a form of standardization
2. 3 Keys are the basic rules for Storage
3. Fixing Position
4. Fixing Quantity
5. Signs for Storage of Work-in Progress

12. Systematic Arrangement
KEYWORD 3 POINTS 3 KEYS
- Anybody
- Immediately
1. Can see
2. Can take out
3. Can return
1. Where?.. Fix position
2. What? …Fix items
3. How many? Fix quantity
3
KEYS
It answers the question
What items are to be kept ,where and in how much quantity ?

13. Rules for Storage
1. Search – Free
2. Count – Free
3. Air – Free
4. Climb – Free
5. Bend – Free
6. First – In, First – Out
7. Heavy/ Tall Things On Bottom Shelves
8. Fast Moving Materials Close To Point-of-use/ Point-of-issue
9. Adequate Lighting
10.Adequate Ventilation

14. Street numbers
Address of bin:
A32=Block A,
Street 3, House 2
House numbers
Block tables
Fixing Position

15. • Limit the size of storage places and shelves.
• Clearly indicate minimum and maximum stock quantities :
Maximum – red
Minimum – Green
• A mark is better than numbers.
• Quantity should be clear at a glance , without the need for
counting.
Fixing Quantity

16. Usage frequency Rules for deciding where
1. Every day - Within “Prime Real Estate” of User (exclusive use)
2. Occasionally -Within the gemba (to be shared by people at the
gemba)
3. Seldom - Within the company/unit (to be shared by all in
company)
• Avoid use of horizontal surfaces for hand tools and light material
generally not applicable to direct material.
• Each piece of an item should be kept separately, as far as
practicable.
• Introduce Kanban cards to facilitate re-ordering in stores.
Rules for deciding where:

17. Tools
• For Eg. Colour coding for files/tools, tool organizer to
organize tools, shelf colour/tagging etc.
• The purpose of 5S Seiton is to find a place for everything
within your working area, everything should be located
as close as possible to where it is needed and at a
location that is both safe and easily reached
• Following are few eg.

18. Examples
Before
After

19. Search Time
Elimination
Fan &
Electrical
Switches
Identified

20. Shadow Boards
Only shadow .. Empty board Shadow board with tools

21. Pre fixed location

22. Identity at empty place
You know who has taken the file

23. Operation Standards At Operator’s
Eye Level

24. Seiton - Arrangement of Moulds

25. Marking Reference Materials
with an Oblique Line
Out of Order In-Order

26. Seiton for Store
Make your Store:
• Search free
• Air free
• Climb/Bend free
• Count free
• FIFO
• Warehouse is where material is dumped in any quantity.
• Store has Reserved Seats.

27. Seiton-Floor Markings for Standard
WIP

28. Two-Bin System
Kanban card
When bin is
empty, card
is placed
here, to be
picked up
periodically by
Purchase
Seiton

29. Transparent
containers litres
marked; red=
reorder Drip catcher
Oil Storage Systematic Arrangement
Seiton

30. Seiton- Floor marking guideline 1/2

31. Seiton- Floor marking guideline 2/2

32. Painting Standard
TYPE COLOR WIDTH
(cms)
NOTES
Dividing lines
Exits/Entrances
Door openings
Traffic flow lines
Tiger pattern
Yellow
Yellow
Yellow
Yellow
Black & Yellow
8-10
8-10
8-10
8-10
8-10
Solid lines
Broken lines
Broken lines
Arrows
Stripes
Storage
Space
lines
Work-in-progress
Work tables
Ashtrays, etc.
Defective items
White
White
White
White
5
5
3
5
Solid lines
Corner lines
Broken lines
Solid lines

33. Actions in Seiton

34. Seiton
 Success Indicator
• Reduction in handling/searching time
 Checklist
• Are passage ways and storage places clearly indicated?
• Are commonly used tools and stationery separated from
those seldom used?
• Are containers and boxes stacked up properly?
• Are fire extinguishers and hydrants readily accessible?
• Are there grooves, cracks or bumps on the floor which
hinder work or safety?

35. 3rd ‘S’- Seiso or Shiny Clean up 1/2
• Clean your workplace so that there is no dust. In
workplace, it becomes easy to trace leaks, cracks etc.
• This stage has two goals:
1. Determine and gain agreement on the desired level of
cleanliness
2. Learn how to make new routines so this will become
standardized (in the Seiketsu stage)
• Several questions help this stage to be more than just
"polish until it shines for inspection":
a. How much cleanliness is required for safety, for ease of
use, and to minimize equipment breakdown?
b. How clean should the environment be for comfort and
morale?

36. Seiso 2/2
c. How will cleanliness improve product quality?
d. While cleaning, do we notice maintenance issues that
should be addressed?
1. Surroundings
2. Equipment
3. Storage Areas
Cleaning Targets

37. Surroundings : What to Clean ?

38. 1. Are there any unnecessary items around
you ?
2. Are all files & folders immediately
accessible ?
3. Is cleaning done every morning ?
4. Is clearing up done every day after work ?
Maintaining A Spotless Workplace

39. • The purpose of cleaning is to get rid of all dust and dirt and
keep the workplace spotless.
• Do you clean your workplace every day?
1. Decide what to clean.
2. Decide who is in charge of each cleaning task.
3. Decide on cleaning methods.
4. Prepare cleaning tools and equipment.
5. Implement cleaning.
Consolidating Daily Cleaning
Procedures

40. Identifying abnormality during Shine
• After the cleaning is
done, special care
should be taken:
• 1. To reorganize
problem areas
• 2. Fix equipment that
may be leaking
• 3. Take steps necessary
to ensure that the
problem will not persist
in the future.

41. Example of ‘3S’
Factory Surroundings

42. FACTORY ENTRANCE SCRAP YARD
Front area and Scrap yard are comparable

43. Shine in heavy machines
Machine lifted above the floor…
… easy to clean from 6 sides

44. Transparent
Sheets
Dark to bright
Appropriate light for workplace

45. 5 mins. For 5 ‘S’.

46. Seiton
 Indicators of Success
• Reduction in machine downtime
• Increased life of machine parts
• Reduction in number of accidents
• Reduction in rejection/rework
 Checklist
• Are the floor surfaces dirty ?
• Are machines and equipment dirty?
• Are wires and pipes dirty or stained?
• Are machine nozzles dirtied by lubricants and ink ?
• Are shades, light bulb and light reflectors dirty?

47. 4th ‘S’- Seiketsu or Standardize
• This phase draws on the notes from the Seiso stage
• A practical target is to have all workers take five
minutes every day to tidy up after themselves including
the time to complete and sign the checklists
• By dividing the work among all the employees:
a. No-one has a huge burden
b. No-one seems unproductive
c. Morale improves because everyone has a common
purpose
d. Supervisors should monitor compliance with Seiketsu.
The checklists make this both important and achievable.

48. What Is To Be Standardised
• Workstation layout, work area layouts.
• Work in Process (WIP).
• Sequence of work.
• Cycle time of work .
• Material and tools used.
• Machines and their process parameters.
• Quality parameters, methods of measurement, reaction
plan and reporting method.
• “ What, Where, When, Who & How ” of work .

49. Methodology to practice ‘4S’
• Preparation of S.O.P.( Standard Operating Procedure) for all
the activities to be carried out to maintain 1S,2S, & 3S.
• Following areas shall be covered while preparing S.O.P. :
• Machine & Equipment maintenance.
• Manufacturing Processes maintenance.
• Work Place maintenance.
• Quality Standards and Procedures maintenance.

50. PDCA------>>SDCA

51. Seiketsu
 Indicators of Success
• Number of areas/cover made transparent
• Number of new problems exposed & solved
 Checklist
• Is the standardization system company-wide ?
• Is the setting, revision , and abolition of standards
encouraged ?
• Have official procedures been laid down for setting,
revising, and abolishing standards ?
• Is accumulation of technology promoted ?
• Are standards being utilized ?
• Are standards up to-date and capable of being put into
practice

52. 5th ‘S’- Shitsuke or Sustain 1/2
• Clear deliverables &
communication.
• Score Keeping
• Continuous improvement with
cyclic mini-5S events.
Tools:
• Training and Awareness of 5S
• Dedicated 5S team
• Clear 5S Map and
Responsibilities/Ownership.

53. Shitsuke 2/2

54. 0
5
10
15
20
2 S
SYSTEMATIC
ARRANGEMENT
1 S
SORTING
3 S
SPIC &
SPAN
4 S
STANDARDIZATION
5 S
SELF
DISCIPLIN
E
Section
Date
Marks
Month
100
80
60
40
20
5'S' Radar Chart

55. STEP II 5S Checklist
Section Class
Checker Date
5S Checking Item
Marks
1. The Red Tag Tactic has been implemented. 0 1 2 3 4
/20
2. There are no unnecessary items at the workplace. 0 1 2 3 4
3. Maximum quantity levels are clear at a glance. 0 1 2 3 4
4. Quantity control is in effect for storage. 0 1 2 3 4
5. There are no extra quantities in the work area. 0 1 2 3 4
6. Office organization and clearing up have been implemented. 0 1 2 3 4
/20
7. Organization of jigs & tools by shape is in effect. 0 1 2 3 4
8. Organization of materials, oil, jigs & tools by color is in effect. 0 1 2 3 4
9. Parts for mass production are stored by product. 0 1 2 3 4
10. Lines for jigs & tools have been created. 0 1 2 3 4
11. Cleaning has become habitual. 0 1 2 3 4
/20
12. Cleaning includes checking. 0 1 2 3 4
13. Responsibility for each cleaning area has been determined. 0 1 2 3 4
14. A checklist for cleaning & checking is being used. 0 1 2 3 4
15. The whole workplace is sparkling clean. 0 1 2 3 4
Unsatis-
factory
Nottoo
bad
Average
Betterthan
Average
Sufficient
Total
SORTINGSYSTEMATIC
ARRANGEMENT
SPIC&SPAN
Contd…
Checklist 1/2

56. STEP II 5S Checklist
Section Class
Checker Date
5S Checking Item
Marks
16. There are standards for the elimination of unnecessary items. 0 1 2 3 4
/20
17. Immediate action is taken if storage becomes disorderly. 0 1 2 3 4
18. Cleaning is initiated whenever if dirt is discovered. 0 1 2 3 4
19. The whole factory is clean inside & out. 0 1 2 3 4
20. The first three steps of 5S have become habitual. 0 1 2 3 4
21. The boss is very active with regard to 5S. 0 1 2 3 4
/20
22. All the workers are enthusiastic about 5S. 0 1 2 3 4
23. The boss gives stern criticism for disorder at the workplace. 0 1 2 3 4
24. Subordinates respond positively when criticized. 0 1 2 3 4
25. Everything is based on 4W1H. 0 1 2 3 4
Total marks
Unsatis-
factory
Nottoo
bad
Average
Betterthan
Average
Sufficient
Total
STANDARDIZATIONSELFDISCIPLINE
Checklist 2/2

57. • So, what were the results of the “5S Checklist”?
• If your total mark was below 30, it’s a good idea to go back Gemba
1. 0 -30 Unsatisfactory Back to Gemba
2. 31-50 Below Average
Review particularly those items with low scores,
and redo the test
3. 51-70 Average Needs reinforcement of weak points
4. 71-90 Above Average But aim even higher
5. 91-100 Excellent Keep up the good work !
Checkpoint : Total marks
The factory where 5S has taken root

58. Shitsuke
• Indicators of success
• High Employee morale
• Involvement of people in the movement
• Checklist
• Are regular 5S checks conducted?
• Do people clean without reminder?
• Do people follow rules & instructions?
• Do people wear their uniforms & safety gear properly?
• Do people assemble on time?

59. How to implement 5S
Define Scope
• Where?-Identify
where exactly
boundary starts and
ends?
• Who?-Define the 5S
team and
participants with the
visuals.

60. How to implement 5S 2/3
Define Scope
• What?-Define the 5S
job responsibility
with required
resources?
• When?-Settle down
a plan for 5S
activities with target
dates and checklist
for routine

61. How to implement 5S 3/3
Collect Baseline Data
Use pictures and data
• Use pictures of Before and After (Inside – outside,Above-
under)

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