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5S SYSTEM
Contents of the Best Practice Guide to 5S, A Lean Manufacturing Tool by Graphic Products, Inc.
5S OVERVIEWSJ 1
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the 5S step called Set in Order?
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Thank you!
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5S Overview
5S OVERVIEW
INTRODUCTION
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Japanese Innovation
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form of 5S decades ago, they experienced unprecedented
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with helping Japanese factories eclipse American industrial
output and product quality. By the mid-1980s, managers at
Americas largest factories were taking serious notice of
Japans success and began rapidly applying similar systems
and methods. One of these systems is known globally
today as 5S. Once U.S. factories began implementing 5S,
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and reductions in cost previously seen only in Japan.
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with the letter S. They are Seiri, Seiton, Seiso, Seiketsu and
Shitsuke. The literal translation of: Seiri is tidiness, Seiton is
orderliness, Seiso is cleanliness, Seiketsu is standardization
and Shitsuke is discipline. To simplify the system further,
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to describe each element. They are Sort, Set in Order, Shine,
Standardize and Sustain. Not all facilities use these exact
words in their own implementation and may substitute terms
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American Roots
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systems and programs. This is because so many share
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5S TERMS TRANSLATED
JAPANESE
TERMS
ENGLISH
TRANSLATIONS
5S TERMS
DEFINITIONS
Seiri
Tidiness
SORT
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Seiton
Orderliness
SET IN ORDER
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Seiso
Cleanliness
SHINE
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Seiketsu
Standardization
STANDARDIZE
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Shitsuke
Discipline
SUSTAIN
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5S OVERVIEW
IMPLEMENTATION
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foundation so Lean yields spectacular results.
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Team Building
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integral role in helping facilities successfully implement
and sustain the system. Once each step has been
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this level of sustained success, managers and workers
must embrace the system. They do so by integrating 5S
methods and techniques into their daily work routines.
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concludes implementation. 5S should continue to cycle
through previous steps, as appropriate, so a facility
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1. SORT
5. SUSTAIN
2. SET IN ORDER
4. STANDARDIZE
3. SHINE
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5S OVERVIEW
BENEFITS
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TYPICAL
5S
BENEFITS
Decreases
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5S success.
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5S OVERVIEW
VISUAL COMMUNICATION
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Effective Signage
Facilities use visual communication (signs, labels
and other devices) to give workers clear and accurate
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inventories, equipment and tools. Ultimately, this results
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Visual communication is the key to 5S success and plays
a leading role in helping turn a traditional manufacturing
system into a Lean one. This technique will be introduced
in the second step of the system, or Set in Order.
Labels and signs are known to be especially effective
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conducted by America Online, Salary.com and a 2008
survey by Microsoft found workers waste an average of
over 2 hours per-day.
Why is this phenomenon occurring and what can be
done to change it? Often, reasons can be traced back to a
lack of proper visual communication. In many facilities,
workers are unable to complete simple tasks because
necessary information is unavailable. When this occurs,
work completion is unpredictable and production suffers.
In most cases, workers have varying levels of knowledge
about a facility and rely on written directions to complete
tasks. Visually communicating the contents of inventory
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delays in work.
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Sort
5S OVERVIEW
Red-Tagging
An items frequency-of-use provides excellent criteria for
determining its value to a work area. By recording usage
dates, each items true value can be established. As one
would expect, regularly used items are kept, while items
rarely used receive greater consideration for removal.
Items found to meet the criteria for removal are marked
using a visual communication method known as redWDJJLQJ1RQHVVHQWLDOLWHPVDUHLGHQWLHGZLWKD
preprinted red tag. Items marked for removal must then
be logged into a record book. Red tags should provide
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an items removal date and log a number for tracking.
Actions are generally displayed on red tags as a checklist
and describe whether an item should be returned, moved
or discarded.
Store items meeting criteria for removal, in red-tag zones
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This allows work area personnel to easily locate and
identify work area red-tag zones and understand their
purpose.
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With DuraLabel printers, you can print from " to 9" wide labels and
signs more than 100' long. And, with more than 50 specialty supplies,
theres a solution for every challenge. CEMA, ArcFlash, NFPA/RTK,
GHS, Pipe Marking, Valve Tags, Barcoding, Shrink Tube, HazMat, OSHA
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REFERENCE FORM 1
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Date
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RED-TAGGING PREPARATION
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Time (Min:Sec)
Set in Order
STEP TWO: SET IN ORDER
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storage locations for large
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Review Storage
In this step, team leaders must critically evaluate existing
facility visual communication to ensure new storage
locations are properly labeled and accurately display
their contents. If in-house label and sign standards do
not already exist, team leaders should establish them.
The goal is to provide uniformity and proper visibility
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Make sure to research existing ANSI and OSHA design
standards before developing in-house standards. Knowing
national safety sign design standards in advance will
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described in OSHA 29 CFR 1910.145 and ANSI Z535.
Standards for new and very different designs can then
be created for all non-hazard facility labels and signs.
Present sample colors and designs to workers so they may
test legibility and provide feedback. Sign size, graphics,
colors and text should all be standardized by useful
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tailored to meet a facilitys individual needs.
In-House Standards
Once in-house visual communication standards are
established, ensure existing signs and labels comply.
In some cases, this will mean removing and replacing
existing labels and signs to create facility-wide
compliance. At some locations a combination of signage
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are especially useful when storage locations contain
hazards.
Throughout Set in Order, be sure to track storage
locations with a log book. Keeping a written record
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to recognize locations where labels and sign would be
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notify 5S team leaders. Respond to workers requests as
soon as possible to foster continued 5S participation.
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5S OVERVIEW
11
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SET IN ORDER
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REFERENCE FORM 2
Work Area
Date
Initials
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New Location
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Shine
STEP THREE: SHINE
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Clean It Up!
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Workers and machines operating in dirty environments
dont function at peak performance and issues like leaks,
squeaks and vibrations often go overlooked. Ultimately,
the result is losses in production and money. The ripple
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these issues, workers are more productive and remain
safer on the job.
True facility cleaning requires more than just simple
sweeping and dusting. All debris or contaminants that do
not belong in the workplace must be eliminated. Dust, dirt
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Workers must have access to the right cleaning supplies
to put Shine into action. These are supplies designed for
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Workers will need a detailed cleaning checklist describing
Shine duties. Post this list within each work area. Desks,
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lighting are all common work area items requiring regular
cleaning as part of Shine.
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cleaning periods with published schedules. Make Shine
a routine so workers quickly grow to accept these duties
and are regularly reminded of its importance.
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13
Beyond Clean
Maintaining Shine in the workplace goes well beyond
basic cleaning. Workers should participate in making
basic repairs to all visible surfaces during scheduled
cleaning times. This may include repainting equipment,
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Its impact on a facility, however, will often ripple
well beyond work areas. Shine is known to positively
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from Shine.
Cleaner work environments improve morale, safety and
motivate workers to maintain clean work areas. However,
Shine is a never-ending step and 5S team leaders must
work diligently to continuously monitor work areas for
issues. Like the domino effect, overlooking the tiniest
amount of dirt leads to growing problems. When Shine is
properly implemented, dirt and debris are removed daily
so previously unforeseen issues are more evident. Issues
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When issues do occur, the most comprehensive solution
is absolute elimination of all sources of contamination.
Although complete elimination is rarely possible in the
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improving methods into Shine may help wherever
cleanliness goals are not being achieved.
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Poka-Yoke
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managers can use to trace and resolve reoccurring
issues. These methods are useful tools in 5S. Two
of the more popular methods include Poka-Yoke
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Poka-Yoke is a well known Japanese method, designed
to permanently eliminate reoccurring errors from the
workplace. Like 5S, leaders follow simple steps to
achieve desired goals. Poka-Yoke, however, is usually
implemented as the result of an individual error and not
proactively applied facility-wide.
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5S OVERVIEW
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Independent
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SHINE
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Duty
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Standardize
STEP FOUR: STANDARDIZE
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schedules.
Formulate Standards
Regular 5S team leader meetings should
be used to formulate facility-wide 5S
standards. Managers should consult
workers for input during Standardize.
Unnecessary or obsolete duties can then
be pared from the list.
5S duties are best standardized with
a work area duty-list. Within this list,
workers names should be associated
with a new duty each day so each worker
feels they are doing their fair share. Once
a formal duty-list is developed, seek
management approval for a standardized
implementation. All potentially affected
managers (maintenance, safety, production,
etc.) should have an opportunity to review
duty-lists prior to implementation.
Once management has approved a list,
work area maintenance standards can be
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STANDARDIZE
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STANDARDIZE
Put STANDARDIZE into Action:
1. Managers meet regularly with workers to review the 5S System
2. Implement employee-provided ideas once management approves
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4. Involve internal system leaders, such as ISO managers, in 5S to reduce system redundancies and improve support
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STANDARDIZE
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STEP FIVE: SUSTAIN
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Workers should now be expected to routinely complete
assigned 5S duties with little supervision. 5S duty
schedules and posted procedures must be maintained to
help promote continued self-management and reduce
confusion. Integrate 5S education into existing new
worker training programs. Workers will be expected to
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5S now functions autonomously, team leaders should
never let their guard down and assertively monitor the
system for issues.
5S leaders must work to set examples by following
through on scheduled work-area inspections. Team
leaders and other facility managers should have access
to 5S calendars, listing meeting dates and times. A
dedication to sustaining the system will become a catalyst
for continued 5S success and inspire workers to embrace
the 5S System.
Progress Evaluations
Monthly work-area progress evaluations are another
important element of Sustain. These evaluations
provide 5S team leaders and other managers an avenue
to gauge successes. A custom rating system will help
provide workers with the feedback they need to make
improvements where necessary.
Progress evaluations are generally based on issues
and successes documented during weekly work-area
inspections. Awarding points for achieving goals will
help accurately track work area progress. 5S team leaders
may wish to award one point per duty when cleanliness
standards are achieved and deduct two points when
Point System
Remember to be fair when awarding and deducting
points. Workers will continue to support the 5S system
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performance. To eliminate doubt, workers should always
see how coworkers are rated. This can be accomplished
by posting scores within work areas after each inspection.
Monthly totals and yearly goals should be included.
Revisit Steps
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completion, go back and photograph the conditions of
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spreadsheets. Use graphs and charts to provide workers
and managers easy-to-understand visual progress reports.
5S AREA
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STORE - (Orderliness)
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STANDARDIZE - (Adherence)
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Visual Progress
Once a data collection system has been standardized,
goals for individual work areas and entire facilities can
be presented. Banners and signs, displaying 5S progress,
should be placed at strategic facility locations to help
workers visualize goals and feel they are achievable.
5S ACHIEVEMENT
Facility Averages
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excellent way to help sustain the system. When used
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importance of sustaining 5S is universally understood and
receives even greater support. When goals are achieved,
immediately communicate these successes to all workarea personnel. Internal publications, awards, signs
and even banners are all excellent devices to recognize
achievements. Once workers feel good about their
contributions, they will be motivated to sustain 5S and
suggest improvements.
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