5 s training pack

Excellence

Step 1: Sort (Seiri)Step 2: Straighten (Seiton)

Step 3: Shine (Seiso)Step 4: Standardize (Seiketsu)

Step 5: Sustain (Shitsuke)

Current situation

Operational excellence

5 “S” road map

Excellence

5 “S” Agenda• The operational excellent company pag. 3

• Background and history pag. 4-5

• Introduction pag. 6-8

• Objectives pag. 9-14

• Some examples pag. 15-16

• 5 “S” steps: What and how implement pag. 17-19

Step 1: Sort (Seiri) pag. 20-29

Step 2: Straighten (Seiton) pag. 30-42

Step 3: Shine (Seiso) pag. 43-51

Step 4: Standardize (Seiketsu) pag. 52-62

Step 5: Sustain (Shitsuke) pag. 63-73

• 5”S” color codes pag. 74

Excellence

Are these the requirements necessary to become operational excellent or it can be achieved only after becoming anoperational excellent company?Are these the requirements necessary to become operational excellent or it can be achieved only after becoming anoperational excellent company?

The operational excellent company• In an operational excellent company everything is placed where

needed, clear and ordered, all working stations are clean.

Excellence

• 5S, the brainchild of Hiroyuki Hirano from Japan, is widely considered as being the basis

for Continuous improvement as it is concerned with stability and standardization to

bring about improved safety, quality, reliability, delivery performance and cost control.

• Hiroyuki Hirano and Taiichi Ohno created the original “4S” concept of workplace

organization and visual control at Toyota during the early 1950’s

• The concept was further refined into “5S” during the 1960’s and 1970’s.• U.S. manufacturers added a sixth “S” for “safety” during the 1990’s.

Background and History

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Background and History

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Introduction• 5S is the starting point for improvement activities that ensure our company’s

survival.

• 5S is the single most critical component of Lean Manufacturing. All the leandisciplines flow from 5S, and without a solid 5S foundation, all the leanactivities you implement will slowly go away.

• A program of 'industrial housekeeping', the 5S's are 5 Japanese words whichhelp to guide organizations to increased levels of cleanliness, organization, &efficiency. The Japanese words are translated into various Englishcounterparts.

• Creates pride in the workplace

• 5S is a method to improve and sustain workplace organization

Excellence

5S represents 5 disciplines for maintaining a visual workplace (visual controls andinformation systems).

These are mandatory to continuous improvement and a manufacturing strategybased on "Lean Manufacturing" (waste removing) concepts.

Reduces the time it takes to look for tools and equipment

“A place for everything and everything in its place”

Improves how the operation appears to customers – always be “tour ready”

The 5S method can be used in a variety of settings, including manufacturing,office, and laboratory.

Introduction

Excellence

• In the digital work space (E-mail programs, hard drives, network drives, etc.) theidea is to have the folders and files well-organized and clear of duplicate andunnecessary files.

• Wouldn’t it be nice if you could immediately go to the file that you needed withoutsearching through multiple directories, folders, and files (maybe you can – but youwouldn’t be the average person)?

Introduction

Excellence

DEFECTS

Objectives: Zero defects, zero claims

• A disordered working place can’t assure

accuracy

• Defectives parts should be Isolated,

otherwise there is the possibility to send

them to client

Excellence

DEFECTS

Objectives: Reduce the searching time (Efficiency)

• Time spent looking for something is awaste, we have to Keep under 1 minute!

• Frequent breakdowns disturb Operators’activities (unclean machinery are moresubjected to breakdowns)

Excellence

There is notenough room!

Objectives: Minimal stock• Excess product/process stock can be found in hidden places!

Excellence

Objectives: Maximum saving of energy and resources• An oil leakage, also if small, can create a puddle

Excellence

Is ok likethis? Defected!

OK NOK

An excellent working environment producesexcellence

• Everybody gives relevance to problemsalso if relatively small

• Everybody worries aboutdefects, also if small

Excellence

• Clients’ plug

Only in a cleanenvironment you cancreate quality products

This plant isvery clean

An excellent working environment produces excellence

Excellence

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Some realexamples

"Sure it's a mess, but I know exactly where everything is!"

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Some real examples

What about pride in the workplace?What about pride in the workplace?

"Sure it's a mess, but I know exactly where everything is!"

Excellence

1. Sort and eliminate

2. Straighten materialand work stations

4. Standardizing

3. Shine or Sweep

5. Sustaining the discipline

TagN°

TagN°

TagN°

The 5 “S”

Excellence

1

5

4

3

2

Sort and eliminate - Seiri

Straighten- Seiton

Unveil problemsthrough shining - Seiso

Standardize - Seiketsu

Sustain the discipline- Shitzuke

Team management

Communication Boards

The step of the 5 “S” method

Excellence

1. Identify waste during first inspection

2. Apply 5S tags on materials, tools, fixtures

3. Eliminate non necessary items

1

5

4

3

2

1. Classify items accordingly to the use frequency

2. Define the best position for every material, tool,…

3. Visual management and control

1. Clean and verify that the order of step 2 is respected,if not raise a tag

2. PDCA on tags

3. Define new standards

1. Define order and cleaning standards

2. Create a check list to ease control

3. Improve visual management

1. Audits definition and planning

2. Continuous improvement focused on problems

3. Monitor audits score and fix challenging targets

Sort and eliminate - Seiri

Straighten- Seiton

Unveil problemsthrough sweeping - Seiso

Standardize - Seiketsu

Sustain the discipline- Shitzuke

Thestepsof the 5 “S” method

Excellence

Sort and eliminate

Step 1: Sort (Seiri)

Excellence

Separate necessary items formsuperfluous one, eliminatesuperfluous Ones

Identify all neededitems/materials in the area

SUPERFLUOUS NECESSARY

Remove all non identified

items/materials

Keep in the area just what isnecessary

Step 1: Sort (Seiri)

Excellence

Identify waste during the first inspection:

• Keeping superfluous materials and items generates waste Shelves are full of non used/broken items Finding the right item it’s a quest …..

• How to spot superfluous items/materials Lower/ upper shelves are normally full of superfluous items/materials Floors: check all corners and less visible area Warehouse: old materials, components Outside: rusty materials, pallets/trolleys, old tools, fixtures, …

Sort: the first activity

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Excellence


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Apply 5S tags on materials, tools, fixtures

• This is a method for identifying potentially unneeded items in plants, warehouse,transactional areas, and unsafe conditions, and dealing with them appropriately. Asimplied, red tags are used to identify items to be removed from the work area, underevaluation.

• Each department or production area that participates in red-tagging should create a red-tag register to manage the flow of red-tagged items within the department or localproduction area.

The Red-Tags must be analyzed andprocessed in 5-7 working days!

Sort: the second activity

Excellence


• Tagging all materials in the defined area All items/ materials in the area

to be positioned correctly to be eliminated to be adjusted/ maintainedmust be tagged:

All tags have the relevant information on the item: N°, description of the item, who raised it, date

Every tag must be registered on the tag register: Solving all tags requires time and resources, we need a plan

All tagged materials are stored in an area Maybe somebody needs that item! Do not throw it away!


Excellence


5”S”Tags: On every tag: N° Item description Compiler Date

The flow

Analyze itemsin the area

Identify theproblem

Raise the tag filling it completely,Attach to item and register it

Define acountermeasure

Analyze andsolve the tag


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Red tagged, potentially unneeded items in the factory, warehouse, transactional areas, are

stored together in a red tag area

• Defined and carried-outdisposition of red-tagequipment & materials


Excellence

Visual management and control

• All tagged material is stored in a definite area:The group, for every tagged item/material, will decide what to do Eliminate Repair Re-position Stock

• At the end of step one all items/materials in the area are needed, all the rest has beeneliminated or stored where appropriate


Excellence

Step 2: Straighten (Seiton)

Set in Order material and work stations

Excellence

• Define the best position forevery item

• Order all items/materials in definite position to reduce to zero searching time

• Identify al positions

• Use visual management toease position identification

Step 2: Straighten (Seiton)

Excellence

• Straighten: Once Sort has occurred, this step ensures tools needed for a jobare in place and arranged so that they are easy to find, use, and put back.

• Why? It eliminates many types of waste in production and transactionalactivities. Examples are waste of looking for a tool and motion waste.Another important reason to Set-in-Order is that orderliness is the core ofstandardization. The workplace must be orderly before standardization canbe implemented effectively.

• Visual controls: Devices used as you Set-in-Order to communicate thestandards for how work should be done. Make it obvious at a glance!

Order all items/materials in definite position to reduce to zero searchingtime

Straighten

Excellence

Order all items/materials indefinite position to reduce tozero searching time

Straighten

Excellence

Classify items accordingly to the use frequency :

Having selected the items/materials to keep:• For every one of them we need to:

– Give a brief description (ie: screwdriver, …)– Evaluate the frequency of use (low, medium, high – n° of touch per day/week)– Create a list of all items/materials in the area with the relevant information:

» Frequency» Weight (if needed)» Description

Straighten: the first activity

Excellence

Define the best position for every material, tool, fixtures

• Specify the “rest” position for every item– Define the more convenient position for every item

Frequently used itemsSome tips:

• Position items where needed (close toworking station)

• Position items at a height betweenshoulders and elbow

Straighten: the second activity

Excellence

Define the best position for every material, tool, fixturesThere are two methods to adopt:

• In case of a repetitive production:– Product oriented “Tools kit”: all tools necessary for a definite product are grouped

together

• In case of a job order production:– Application oriented “tools kit”: all tools with a similar application are positioned

together

Add the defined position for every item to the list done in step 1

Product oriented

Application oriented

Straighten: the second activity

Excellence

Visual management and controlAll positions, materials and tools must be codified

• Define a code for the item• Define a code for the area• Define a code for the closets/shelves• Define a code for the position

A0101a A0101b A0101c A0101d

A01 01a

Closet 01 Shelf 01 Position “a”

AREA AREA CODE

WR 01HM 01SD 01PL 01

Straighten: the third activity

Excellence

Visual management and control• We don’t codify consumable materials and transportation tools, just the position

Tape Screw Bolts A Bolts B

Trolley


Excellence

Visual management and control• The list defined in step 1 and updated in step 2 is then attached on the outside of the

closet/shelf

A0101a A0101b A0101c A0101d

A0101e A0101f A0101g A0101h

A0101i A0101l A0101m A0101n

At the end of step two all items/materials have a clear,visible and identified positionAt the end of step two all items/materials have a clear,visible and identified position


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In action

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Before After

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Before After

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Sweeping or Shining

Step 3: Shine (Seiso)

Excellence

Clean and set in order all working area, unveil problems

Clean the working station, tools and machinery included Identify trough cleaning all deviation from desired condition Register all safety issues, all sources of dirt, all area difficult to clean…

Step 3: Shine (Seiso)

Excellence

Clean and verify that the order of step 2 is respected, if not raise a tag:

• Clean with the correct tools: Cleaning overalls Gloves Brush and other tools Detergents Lamps Maintenance tools Tags Tape

• Verify that what was defined in step 2 is respected

• Take pictures before and after of the area

Shine: the first activity

Excellence

Some practical hints:

• 5 Minute Scrub / Shine– Quick & easy!

• Determine cleaning / inspection targets

• Assign cleaning / inspection jobs

• Determine cleaning / inspection methods

• Use Cleaning/Inspection Checklists

• "What cleaning/Inspection activities do I do now?

• Implement cleaning / inspection, using all your senses to detect abnormalities(unusual vibrations, odors, etc.)

• Correct equipment problems by repairing all defects immediately or (if your teamcan’t repair) making a formal request to the maintenance team/ equipmentsupplier to schedule the repair.

• How can using all my senses find problems when I clean/inspect?

Shine: the first activity

Excellence

PDCA on tags

All tags raised in the first activity have to be analyzed All tags are collected daily or weekly A team with defined responsibilities will take charge of the analysis of all tags A dedicated KPI will monitor tags’ metric Operators are fully involved in the PDCA cycle Repetitive tags will be analyzed trough the Problem solving, to identify the root

cause and avoid any re-occurrence

Shine: the second activity

Excellence

Define new standards

To avoid the re-occurrence of some tags we need to: Verify if there is already a standard

If not: Define new standards Train people on new standards Implement new standards in the system

If an applicable standard exist: Update the standards Train people on new standards application

Shine: the third activity

Excellence

Scrub3S

Some suggestions

• Make it a habit! - Once daily cleaning and periodic major cleanups are a habit,inspection is incorporated into the Scrub / Shine procedures.

• This turns "cleaning" into..."Cleaning/ Inspection."- Placing greater emphasis onthe maintenance of machines and office equipment.

BEFORE AFTER

Shine: to support all activities

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In Action

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Before After

Excellence

Step 4: Standardize (Seiketsu)

Excellence

• This means creating a consistent way to carry out tasks. Everyone does it thesame (documented) way. Make it a habit!

Why?

• Without Standardize, improvements made with the first three disciplines wouldsoon be lost as new employees are hired, people forget, etc. Standardizeensures sort, straighten, and shine are maintained in their fully implementedstate.

Implementing: Done in two steps: Making It a Habit and Prevention

Making it a habit: Integrate-SIMPLIFY/SORT, SET IN ORDER and SCRUB/SHINE into regular work duties

Everyone must know exactly what they are responsible for doing and exactly when,where, and how to do it. 5S work must be brief, efficient, and habitual.

Keep it simple (K.I.S.S.)

Standardize

Excellence

Define order and cleaning standards, implement visual management to ease

operations

Standardize

Excellence

Define order and cleaning standards, implement visual management to ease

operations

• Define all new cleaning and inspection standards• Communicate new standards• Assure respect and visibility of new standards• Everybody is aware of all activities done and to be done

With the implementation and respect of standards, all problems will surface:

• We have other opportunities to improve the company performance byanalyzing and solving all deviations from standards.

Standardize

Excellence

Define order and cleaning standards

• We have to assure that all standards are respected:

• Defining, communicating and visualizing all standard

• Creating operational procedure to explain in detail how to respect standard

• Training resources

• Improving tools (OPLs, X-charts,…)

Standardize: the first activity

Excellence

Create a check list to ease control

• Every standard can be supported trough a check list:• Is a great help for the operators• Reminds all activities to be done• Gives a sequence for the execution of the activities• Gives a higher sense of responsibilities to operators• Control and feedback is immediate• …..is a STANDARD!

Standardize: the second activity

Excellence

Improve visual management• The visual management is a methodology that implies very visible supports to

ease the communication between management and operator, and betweenoperators

• All visual supports help operators, managers, teams and experts in keepingthe process in control, and in reacting quickly to any deviation

Visual Standard

On Shop Floor

Visual Standard

On Shop Floor

Standardize: the third activity

Excellence

Tools/Activities to help Sustain:• 5S Job Cycle Charts (known responsibilities)• Visual 5S (makes status of 5S obvious at a glance)• Five-Minute 5S (brief, efficient, habitual)• Standardization Level Checklist (evaluation; audits)• Prevention: (Taking it to the next level)• Permanent standardization means making Sort, Straighten and Shine

procedures " permanent ", where it’s difficult or impossible to do a taskwrong.

• Preventive Sort procedures - find ways to prevent unneeded items fromaccumulating in a workplace by keeping them from entering it!

How can I influence the culture of my work environmentto help "make it a habit"?How can I influence the culture of my work environmentto help "make it a habit"?

Standardize: to support all activities

Excellence

Tools/Activities to help Sustain:• Preventive Simplify / Set in Order procedures – Keep Set-in-Order from

breaking down by making it difficult or impossible to put things in thewrong place.

• Use the 5 "Why“ approach• Incorporation• Elimination• Preventive Scrub / Shine procedures - Treat problems at the source. Get

as close as you can to the problem.• How can the 5Why tool be used to keep an area from getting dirty?• How can visual 5S be used to help distinguish normal vs. abnormal?

Standardize: to support all activities

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Before After

Before After

Excellence

Step 5: Sustain (Shitsuke)

Excellence

Support the continuous improvement

Sustain means to make a habit of properly maintaining correct procedures over time. Nomatter how well implemented the first four 5S are done, improvement gains will be lost and5S doomed to failure without a commitment to sustain it!

5S does not end at the conclusion of the 5S event. We must make 5S part of our work"culture" and a thorough habit. Create conditions to help Sustain the commitment to 5Sactivities.

Why? Ask yourself, "In your life in general, "why do I commit to sustain a particular courseof action?" Usually, your decision is based on greater rewards for doing something than notdoing it. Similarly, the rewards of implementing the five pillars are greater for you than therewards if they are not!

Sustain

Excellence

Support the continuous improvementSustain

Excellence

Support the continuous improvement, in practice:

• Verify that standards are respected• Point out anomalies and define countermeasures• Standards’ continuous improvement

WARNING:

No automation can assure this!

It all depends on thecommitment of workers and

management`

WARNING:

No automation can assure this!

It all depends on thecommitment of workers and

management`

Sustain

Excellence

Audits definition and planning

• Define an audit system and procedure• Plan audits to verify if all standards have been respected

Sustain: the first activity

Excellence

Continuous improvement focused on problems:

It is very useful to fix a “menu” of the month to focus, every month, on a defined

issue/subject, in example:

Superfluous objects eliminationFloor cleannessOrder and maintenance of tools and fixturesCheck list definitionStandard improvement…..

All activities MUST be performed by line operators, otherwise the 5”S” isnot working

All activities MUST be performed by line operators, otherwise the 5”S” isnot working

Sustain: the second activity

Excellence

Monitor audits score and fix challenging targets• All 5”S” area will be audited and challenged with a target, that will• be increased every time it’ is reached, to push the company to the• operational excellence• Each step has to be fulfilled before passing to the next one

Sustain: the third activity

Excellence

Tools/activities to help Sustain:• 5S Posters , 5S Photo Exhibits , Story boards• 5S Newsletters , 5S Pocket Manuals• 5S Events• 5S Department Audits• 5S Months• Success Stories , etc. (What motivates? Be creative!)• You may be able to think of a few you’ve already seen used!• Am I willing to commit to 5S in order to reap the benefits?

How can I influence the culture of my work environment to help "make it a habit"?How can I influence the culture of my work environment to help "make it a habit"?

Sustain: to support all activities

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Sustain: to support all activities

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Board example

Excellence

Hazardous, Flammable, Combustible, Special

Access Aisle (Do not block, must be clearbetween striping at all times)

Doorways, Emergency Exits. Denotes machiningarea (Non-operators must stay outside this perimeter)

Safety Equipment, First Aid, Safety Posters, Safety Notices, Fire Extinguishers, etc.

Quality Inspection Points, Quality Notices & Instructions, Gauging & Measurements, etc.

Repair Tools, TPM Materials, Machinery, Cleaning Material, Trash Bins, etc.

Defects of all types including scrap parts

Color codes:

5 s training pack

Education