5S Housekeeping Standard

Prepared By: Muhammad Aleem Habib

5S: HOUSEKEEPING STANDARDS

From Theory to Practice

Muhammad Aleem HabibBS, MS, MBA, PMP


Introduction

• 5S is a workplace organization method that uses a list of five Japanese

words.

• It was translated into English words that all star ted with letter “S”.

• 5S represents 5 disciplines for maintaining a visual workplace.


WHAT IS A VISUAL WORKPLACE?


Visual Workplace

• “A visual workplace is a work environment that is self-ordering, self-explaining,

self-regulating and self-improving – where what is supposed to happen does

happen, on time, every time, because of visual solutions.”




1. Seiri

(Sorting Out)

2. Seiton(Systematic

Arrangement)

3. Seiso

(Spic and Span)

4. Seiketsu(Standardizing)

5. Shitsuke

(Self-discipline) 5S


OVERVIEW OF 5S


1st S: SEIRI – Sort Out Clutter

“Separate needed from unneeded items and

discard the unneeded!”


1st S: SEIRI - Sort Out Clutter

• Remove unnecessary clutter

• Decide what you need and what you want!


Needs

• All items needed for effective functioning of a workplace

are needs.

• They should be present in the right quantities and

should not exceed requirements.


Needs: Examples

• 2 or 3 Pens in working condition

• 1 stapler

• 1 or 2 paperweights

• 1 ashtray etc.


Wants

• Often stored with the thought that they may be needed in the

future, but they are never actually used.

• If wants are removed from an office, one will not feel their

absence.


Wants: Examples

• Twenty pens stored in a drawer when only two are required!

• Old magazines stored with the idea that they may be required in future

• A number of pens stored in a pen stand, most of which do not write

• 3 or 4 staplers etc.


Rules for Determining Needs and Wants

• A typical rule is, All items that have gone unused for more than a year will be

considered “wants” and will be removed from the workplace.

• Sort needed items into the following categories:

• Items that are needed regularly

• Items that are only needed once every few months or once or twice a year


No. Item

Needed Regularly Needed but not Regularly

Needed

daily

Needed

weekly

Needed

monthly

Needed

quarterly

Needed

semiannuall

y

Needed

yearly

1Desk Calendar X

2Complaints File X

3Attendance Register X

4Paid Utility Bills X

5Employees Handbook X

6Leaves Record File X


The Six Months-Test

• If an item in your workplace is not used for six months, in all likelihood it is a

want.

Note: This does not include documents required to meet statutory or regulatory

requirements.


Sorting: The 5 Buckets Action Plan!

• Bucket 1: Items needed regularly

• Attendance Register, Complaint Files

• Bucket 2 : Items needed but not regularly

• Rule books, Leave Records

• Bucket 3 : Items needed but not in such large quantities

• Pens, Pencils, Files, Folders

• Bucket 4: Items wanted but not needed

• CDs, Diskettes, Scanner, CD Writers, Used Tapes

• Bucket 5: Items for disposal

• Old Magazines/Newsletters, Telephone Directories, Calendars


No. Item

Bucket 1

Needed

Regularly

Bucket 2

Needed but

not regularly

Bucket 3

Not Needed in

Such large

quantities

Bucket 4

Wanted

Not Needed

Bucket 5

For

Disposal

1 Tax Returns file X

2 Checks Returned file X

3 Credit Card payment file X

4 Purchase file X

5 Complaint file X

6 Old telephone directory X

7Envelopes, more than the

required quantityX

8CDs / Floppies / Outdated

Software DVDsX


Red Tag Technique

• Give staff red labels

• Ask staff to go through every item in bucket 4 & 5 & red tag it.

• Store items in the red tag area

RED TAG



What Are Red Tags?

• Red tags are self-adhesive labels used to identify items that are not needed in

the workplace and items to be thrown away.

• Red tags have two sections:

1. One section goes on the target item and

2. Other section goes in the red tag register

RED TAG


Red Tags

Red:Tag----5S

No.:RT009

What

Where

Who

When

Why

How

Red:Tag----5S

No.:RT009

What

Where

Who

When

Why

How

Register Copy Target Item Copy (item to be

removed from the workplace)


What Is the Red Tag Register?

• The red tag register is used to keep track of the items that have to be removed

from the workplace or disposed of.

• Each red tag should have a unique number to facilitate tracking.


Red Tag

No. What Where

Who is

responsible

for taking

action Why When How.

RT001 Dot matrix printer

no. cpc0456

Cubicle S3.

Head office 7th

floor (Tariq’s

workstation

in Accounts

Dept.)

Abdul Rasheed

(staff no.

10768)

Printer needs

to be removed

because it

belonged to

former Retail

Operations

Group. which

has moved.

Not

in working

condition.

28/09/2014 By getting

approval from

Department

manager and.

Moving printer

to storage area

in basement.

Red Tag Register: Example


Red-Tag Area: A 5S Common Place

• A 5S common place is an area in the workplace or office

used for storing the following items:

• Excess inventory

• Movable red tag items

• The tacit purpose of a 5S common place is to make

excess inventory visible so that it is on the radar for action.


WHAT TO DO WITH ITEMS IN

BUCKET 4 & 5?


BUCKET 4: ITEMS WANTED NOT NEEDED!


Bucket 4 Action Plan!

• Transfer the item to an office that needs it.

• Transfer the item to a 5S common place.

• Determine if the item could be used after repair (like a refrigerator or TV).

• Look into whether the item can be sold or returned (for example, a new

cabinet that is not in use could be sold or sent back to the supplier).


BUCKET 5: ITEMS FOR DISPOSAL!


Bucket 5: Action Plan!

• Items that have no book value and could not be sold (torn files, old pens,

wastepaper, and so forth) should be disposed of as garbage.

• Items that have no book value but would bring in money if sold should be sold

to the right scrap dealer immediately or through a bidding process.

• Items that have value should be disposed of after getting any required

approvals.


Example of SORT


Potential Impacts of Seiri

• Necessary items are identified and positioned in the right place.

• Unwanted items are eliminated.

• Searching time is reduced.

• Working environment is improved.

• Space utilization is maximized.


2nd S: Set-in Order / Systematic Arrangement

(SEITON)

“A place for everything and everything in it’s

place”.


Set-in Order / Systematic Arrangement (SEITON)

• Setion involves two actions on the remaining items after

Seiri:

1. Arrange items so they are easy to use & access.

2. Label them so they are easy to find and put away.


SEITON: Some Tactics

• Store tools beside the machine with which they will be used according to

sequence of work operations.

• Organize files and store using color code to make it easy to identify materials

at a glance.

• Store similar items together.

• Store different items in separate rows.

• Label clearly each item and its storage area (Visual Control)

• Create tool boards.



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Before

Sorting &

Set-in

Order


After

Sorting &

Set-in

Order


Store and Arrange Items Logically

• When deciding on storage locations, logic must be followed.

No. Item type Where they should be moved

1 Items needed regularly Near workstations

2 Items needed but not regularly A short distance from workstations

3Items needed but not in such large

quantities5S common place

4 Items wanted but not needed 5S common place


Locations for items needed regularly and items not needed

regularly.


Develop Retention Periods

• Determine the retention period—the amount of time the

document can remain in the office — for each document

and file.

• A comprehensive record retention policy should be made

in Step 4, Standardization.


Label All Files

• Labeling entails clearly providing all the relevant information for the

maintenance and disposal of files.

• Labeling of files includes the following information on the file cover:

• File no

• Date

• From

• To

• Retention period

• Disposal date

• Subject

• Owner


File Label Example


Allocate Color to Files for Separation

• A color scheme can be used to facilitate visual management of files.

• Colors can be used to indicate the department or category to which a file

belongs.

Color Department

Brown Human Resources

Blue Accounts

Green Sales & Marketing

Orange Stores

Red Administration

Color Category

Brown Leaves Record

Blue Paid Bills

Green Contracts & Warranties

Orange Maintenance & Insurance

Red ACRs


Place Files in Cabinets

• The files should be arranged according to usage sequence.


Mistake-Proof Files Stored in the Filing Cabinet

What a

difference

a line

makes?


Creation of Indexes

• Indexes allow for easy retrieval of documents and files.

• Items should be listed both by category and alphabetically.

• Two types of indexes are generally required:

1. The Master Index and

2. The Location Index


Master & Location Indexes

• Master Index:

• It is a complete listing of all documents and records in the office and their location.

• Location Index:

• It gives the exact location of a document using descriptions such as cabinet number and the

exact position of the document in the cabinet.


Retrieval Process

Master Index

• (Placed Centrally)

Location Index

• (Placed at the Storage Point

Retrieval of File

• (30 Sec)


Setion: Potential Impacts:

• Items easily returned to its designated location after use.

• Retrieval time is reduced.

• Right Item, Right Place, Right Quantity and Right Method (4R) are in place.


3rd S: Shine / Spick-and-Span

(SEISO)

“Inspect, Clean & Remove Periodically!”


SEISO: Objectives

• Create a spotless workplace.

• Identify and eliminate causes of dirt and grime

• Remove the need to clean.

• Preventive Maintenance!!!


SEISO (CLEAN/SHINE)


Cleaning: What Does it Involves?

• Sweeping, polishing, painting, greasing / oiling & fixing!

• Regularly removing files and documents from storage areas and dusting them.

• Inspecting files / objects for their probable retention or disposal!

• Early identification & fixing of possible source of contamination!


Maintaining Cleaning & Inspection

• Cleaning and inspection should happen on a regular basis at a predetermined

frequency.

• This can be accomplished by using an autonomous maintenance calendar.


Maintenance Calendar

No. What Where

Who

WhenPrime

responsibilityStand-in

1 HR filesCupboard 10 in

HR departmentShahid Jamal

Every Monday, 5:00—5:30

p.m.

2 Office suppliesRack 5 in storage

roomJamal Rabia

Every Thursday, 10:00—1

0:30 p.m.

3 Training materialCupboard 11 in

HR departmentKashif Asif

10th, 20th, and 30th of

every month, 1—2 p.m.

5 Statutory documents

Cupboard 1 in

branch

manager’s office

Mumtaz Hanif15th and 30th of every

month, 1—2 p.m.


SEISO: Potential Impacts:

• Higher quality work and products.

• More comfortable and safer work environment

• Lower maintenance cost

• Creates positives impression on visitors and during customer inspections


4th S: Standardize (SEIKETSU)

“Standard Policies, Procedures and Guidelines

for Implementing 1st Three Ses Uniformly!”


Standardization

• Facilitate standardization to the deployment that has

happened in Step 1 (Sorting), Step 2 (Systematic

Arrangement) and Step3(Shining).

• This step involves coming up with the following:

• Policies

• Procedures

• Workplace Rules

• Standards


Policies

• Policies are the boundaries within which an organization operates.

• Policies are made by management in order for employees to function without

intervention.

• Policies required for office 5S are the following:

• Policy for document retention

• Policy for disposal (of unneeded, red tag, and scrap items)


Procedures

• A procedure is a sequence of steps that, when performed, executes a task.

• Procedures can only work in tasks where judgment is not required.

• Some procedures required for 5S are:

• Filing & Labeling

• Scrap/Waste Disposal

• Red Tag Item Disposal


Workplace Rules

• Workplace rules are essentially the dos and don’ts of a workplace.

• Whereas policies are set forth by management, workplace rules should be

written by employees.

• The best way to devise rules for a workplace is to brainstorm with the entire

team and come up with actions that would benefit the organization.


Example of 5S Workplace Rules

5S Rules—Rev 1, Dated 5P1212013

Loan Processing Workstations

1. Switch off your computer before going to lunch

2. Put chairs back in their places when you Leave your workstation

3, Spend five minutes every day on physical 5S

4. Spend five minutes every day organizing your computer files


SEIKETSU: Potential Impacts:

• Uniform application across the organization.

• Information sharing & training on required standards

become easier.

• Easy to identify 5S implementation state!

• Easy to Audit!


5th S: Self-Discipline / Sustain (SHITSUKE)

“Make it a Habit!”


Step 5: Self-Discipline

• This step is all about working 5S into daily routines and ensuring that it

becomes an integral part of the workplace fabric.

• Habits are not easy to form. Leaders need to take time out for the cause of 5S

and should demand ownership from the employees.


Approaches of Self-Discipline

• Train everyone in 5S.

• Ascertain the effectiveness of learning by conducting a test after the 5S

training.

• Install a process to train all new hires in 5S.

• Have employees take turns training others .

• Leverage the knowledge management platform to archive all the practices.

• Repeatedly communicate the management commitment to 5S.

• Performance in 5S is linked to the employee performance appraisal

process.

• Conduct 5S contests between departments or office units & reward the

winners.


5S: WHERE TO START WITH?


Select a Workplace

What sort of area should be chosen for the first

project?


Workplace for First 5S Implementation

• For the first 5S project, choose the dirtiest and most

disorganized area in your office.

WHY?


Workplace for First 5S Implementation

• Explicitly showcase the benefits that can be reaped from a 5S intervention. In

a relatively organized area, the changes may not be visible.

• Get buy-in from individuals who might doubt the power of 5S methodology.

• Demonstrate the type of involvement required for implementing 5S

Office storerooms are typically good places to start because they are

often disorganized and are not owned by anybody.


5S: WHY WE ARE DOING IT?


Define the Purpose of the Selected Workplace

• Identify the needs and wants in the workplace

• Define the Measures of Performance that will be tracked

after the implementation is complete


Examples of Purpose Statements

Front Office in a Bank’s Retail Branch:

“The purpose of this workplace is to facilitate quick customer service.”

• The entire 5S implementation will be done with the customer in mind to ensure

quick customer service.

• It should result in quick information and document retrieval that leads to fast

responses to customer requests.


Examples of Purpose Statements

Storeroom

“The purpose of this workplace is to ensure effective storage of the right

things m the right place and in the right quantities.”

• The entire 5S implementation will be done to ensure effective storage.

• Hence, the inventory management system will be designed with this objective

in mind.


5S: HOW TO MEASURE THE SUCCESS?


Define the Measures of Performance (MOPs)

• What to look for immediately after implementation and of what

should be tracked later.

• This helps you to ascertain the benefits of 5S implementation.

• Example of MOPs:

• File Retrieval Time is no more then 1 minute.

• Customers should be served within 2 minutes on check/cash counters.

• 10 % reduction in maintenance cost.


5S: BENEFITS?


Benefits of 5S

• Create organized workplaces

• Radically improve the retrieval time of documents

• Create a sense of belonging among employees

• Improve employee productivity and efficiency

• Reduce turnaround time to serve customers and address

questions

• Help identify and eliminate waste


THANK YOU!

If you find the presentation useful, don’t forget to give your

feedback / comments!

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5S Housekeeping Standard

Business