5S

5S
PRINCIPLES OF S’
FOR A BETTER WORKPLACE
Product/Process Design
Facility layout Management
and Employee Engagement
TRANSLATIONS OF
CONCEPT OF 7S
-SEKYURITI/ANZEN-SEI -SAFETY AND SECURITY

-SEISHIN -SPIRIT (EMPLOYEE ENGAGEMENT)
 COMMON PROBLEMS ENCOUNTERED IN
YOUR WORKPLACE
 LACK OF SAFETY MEASURE

 HIGH ABSENTEEISM
 HIGH TURNOVER
 COST APPRECIATION
 DEMOTIVATED EMPLOYEES
 DISORDERED/ CLUTTERED
ENVIRONMENT
 WORK MISTAKES/ERRORS
5S
HOUSEKEEPING TECHNIQUE
PRODUCTIVITY AND SAFETY

ENHANCEMENT TECHNIQUE
IDEA BEHIND 5S
 IN ORDER TO ACHIEVE HIGH
LEVELS OF QUALITY, SAFETY,AND
PRODUCTIVITY, WORKERS MUST
HAVE A CONDUCIVE WORKING
ENVIRONMENT
WHAT IS 5S?
 Developed by the Japanese
 Housekeeping System
 Helps Create a Better Working
Environment and a Consistently
High Quality Process
THE 5S PRINCIPLES
 SEIRI – Organisation/Sort out
 SEITON – Orderliness/Systemize
 SEISO – The Cleaning/Shining
 SEIKETSU – STANDARDIZE
 SHITSUKE - Sustain/Discipline
Other
 SEKYURITI/ANZEN-SEI- SECURITY AND SAFETY
 SEISHIN-SPIRIT (EMPLOYEE ENGAGEMENT)
DISCOVERY OF 5S
 Thirty years ago 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
DISCOVERY OF 5S
 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
ADVANTAGES OF 5S
 If tools and materials are conveniently
located in uncluttered work areas
 Operators spend less time looking for

items
 This leads to higher workstation
efficiency, a fundamental goal in mass
production
ADVANTAGES OF 5S
 A clean and tidy workplace leads
to greater well being and increased
motivation
 Company image improves

ADVANTAGES OF 5S
 Health and Safety is ensured

 Machine maintenance
 Quality
 Productivity
 Lean Manufacturing
ADVANTAGES OF 5S
 RESULTS IN A PLACE EASIER TO
MANAGE
 SMOOTH WORKING NO
OBSTRUCTION
 NO DEVIATION, NO PROBLEMS
 B/C EVERYONE KNOWS WHERE THE

THINGS ARE SPPOSEDF TO BE
ADVANTAGES OF 5S
 TIME SAVING
 QUICK RETRIEVAL
 ACCIDENTS & MISTAKES
MINIMIZED
 INCREASES SPACE
 CREATES WORKPLACE
OWNERSHIP
ADVANTAGES OF 5S
 FOUNDATION OF ALL QC TOOLS
 CONTINUOUS QUALITY
IMPROVEMENT
 LEAN MANUFACTURING
 KINDERGARTEN OF QUALITY
TOOLS & TECHNIQUES
ADVANTAGES OF 5S
 VISUAL MANAGEMENT SYSTEM
 VISUAL CONTROL TO SEE THE

ABNORMALITIES
 SIMPLE SIGNALS THAT PROVIDE AN
UNDERSTANDING OF THE CONDITION(
NORMAL/ ABNORMAL)
 A LOOK AT THE PROCESS REVEALS ITS
DIRECTION (RIGHT/WRONG)
Lean Production
 The latest incarnation of JIT

 Based on Toyota Production System.
 Waste elimination
 Widely used in automotive
manufacturing & other repetitive mfg.
It’s the elimination of waste Everywhere –
while adding customer value…
It’s a mindset & commitment to

achieve a totally waste-free
operation that’s focused on your
customer’s success… achieved
by simplifying and continuously
improving all processes
From the operations perspective
Lean production cuts costs &
inventories rapidly to free cash, which
is critical
It also supports growth by improving

productivity & quality, reducing lead
times, and freeing huge amounts of
resources.
From the operations perspective
For example, lean production frees
office and plant space and
increases capacity so companies can
1. Add product lines

2. In-source component production
3. Increase output of existing products
without acquiring new facilities.
KINERGARTEN OF ALL THE QC
TOOLS
 5S IS THE STARTING POINT OF

ALL THE QC TOOLS
 COULD BE SAID AS THE PRE-

REQUISITE OF ALL QC TOOLS
METHODOLOGY
OF 5S
1. ORGANISATION(SEIRI)
 Decide what you need
 Remove unnecessary clutter
 All tools, gauges, materials, classified

and then stored
 Remove items which are broken,

unusable or only occasionally used
RED
TAG
RED TAG TECHNIQUE
 GIVE STAFF RED LABELS

 ASK STAFF TO GO THROUGH
EVERY ITEM IN THE WORK PLACE
 ASK IF NEEDED & THOSE THAT
ARE NEEDED,IN WHAT QUANTITY
 NOT NEEDED RED TAG IT
 STORE IN THE RED TAG AREA
RED
TAG
For wavering items
 PLACE THE SUSPECTED ITEMS IN

THE RED TAG AREA FOR ONE
WEEK
 ALLOW THE STAFF TO
REEVALUATE THE NEEDED ITEMS
 AT THE END OF WEEK THOSE WHO
NEED ITEMS SHOULD BE
RETURNED
ORGANISATION
PRIORITY FREQUENCY OF USE HOW TO USE
Low Less than once per Throw away

year Store away
Once per year from the
workplace
Avg. Once per month Store together
Once per week but offline
High Once Per Day Locate at the

workplace
2. ORDERLINESS(SEITON)
 ONCE YOU HAVE ELIMINATED ALL

THE UNNEEDED ITEMS
 NOW TURN TO THE LEFT OVER

ITEMS
ORDERLINESS(SEITON)
Organise layout of tools and

equipment
–Designated locations
–Use tapes and labels
–Ensure everything is
available as it is needed and
at the “point of use”
ORDERLINESS(SEITON)
Workplace Checkpoints:-
 Positions of aisles and storage places
clearly marked?
 Tools classified and stored by frequency
of use?
 Pallets stacked correctly?
 Safety equipment easily accessible?
 Floors in good condition?
3. SEISO (CLEAN/SHINE)
 Create a spotless workplace
 Identify and eliminate causes of

dirt and grime – remove the need
to clean
 Sweep, dust, polish and paint

SEISO (CLEAN/SHINE)
 Divide areas into zones
 Define responsibilities for cleaning
 Tools and equipment must be owned by

an individual
 Focus on removing the need to clean

4. SEIKETSU (STANDARDISE)
 Generate a maintenance system for the

first three
 Develop procedures, schedules,
practices
 Continue to assess the use and disposal
of items
 Regularly audit using checklists and
measures of housekeeping
 Real challenge is to keep it clean
5. SHITSUKE (SUSTAIN / DISCIPLINE)
 Means inoculate courtesy & good habits
 Driving force behind all 5S
 Deming’s point number 1: Constancy of
purpose
 Make it a way of life
 Part of health and safety
 Involve the whole workforce*
 Develop and keep good habits
LITMUS TEST FOR 5S
 30 SECOND RULE
 ONE MUST LOCATE THE ITEM WITH
IN 30 SECOND IF 5S IS PROPERLY
IMPLEMENTED
 ALSO APPLIES TO THE ELECTRONIC
RECORDS RETRIEVAL
WHAT U HAVE COME ACROSS
AT THE END OF DAY
Followings can be harnessed form the

5S
1. NEAT & CLEAN WORKPLACE
2. SMOOTH WORKING
3. NO OBSTRUCTION
4. SAFETY INCREASES
5. PRODUCTIVITY IMPROVES
Cont.
6. QUALITY IMPROVES
7. WASTAGE DECREASE
8. MACHINE MAINTENANCE
9. VISUAL CONTROL SYSTEM
10. EMPLOYEES MOTIVATED
11. WORKSTATIONS BECOME
SPACIOUS

5S

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5S

-SEKYURITI/ANZEN-SEI -SAFETY AND SECURITY

 LACK OF SAFETY MEASURE

PRODUCTIVITY AND SAFETY

 Thirty years ago researchers started

 Equipments were so clean and well

 Operators spend less time looking for

 Company image improves

 Health and Safety is ensured

 B/C EVERYONE KNOWS WHERE THE

 VISUAL CONTROL TO SEE THE

 The latest incarnation of JIT

It’s a mindset & commitment to

It also supports growth by improving

1. Add product lines

 5S IS THE STARTING POINT OF

 COULD BE SAID AS THE PRE-

 Remove unnecessary clutter

 All tools, gauges, materials, classified

 Remove items which are broken,

 GIVE STAFF RED LABELS

For wavering items

 PLACE THE SUSPECTED ITEMS IN

Low Less than once per Throw away

High Once Per Day Locate at the

 ONCE YOU HAVE ELIMINATED ALL

 NOW TURN TO THE LEFT OVER

Organise layout of tools and

 Identify and eliminate causes of

 Sweep, dust, polish and paint

 Divide areas into zones

 Define responsibilities for cleaning

 Tools and equipment must be owned by

 Focus on removing the need to clean

 Generate a maintenance system for the

Followings can be harnessed form the

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