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BIT Division

BEHAVIOUR INTERVENTION

READINGS

HOUSEKEEPING

S5

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STATEMENT OF LIMITATION

This reference material has been compiled and published by IRCA Global, 279 Kent Avenue,
Randburg 2194, South Africa,(“IRCA”). The information contained in this reference material has
been developed by qualified and experienced professionals and represents the best current
opinion on the relevant subject matter.

The information is distributed by IRCA Global as a guide only, and it should only be regarded as
such. It should, furthermore, not be assumed that all aspects related to the subject of 5S human
behaviour are included in the reference material or that other theories, not described in the
reference material, and may not be required to obtain better understanding of the behaviour-
based process.

In line with best practice requirement, the information should be integrated and managed into the
respective organisations’ management system.

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Table of Contents
INTRODUCTION........................................................................................................................... 6
1. JOB PRIDE DEVELOPMENT.................................................................................................7
2. WHY SHOULD WE PAY ATTENTION TO HOUSEKEEPING?...............................................7
2.1 What is the purpose of workplace housekeeping?..........................................................7
2.2 What are the benefits of effective housekeeping?...........................................................7
3. ACHIEVING OPTIMAL HOUSEKEEPING USING THE 5S METHODOLOGY.......................8
3.1 Elements of 5S...................................................................................................................8
3.2 What is 5S?..................................................................................................................... 8
3.2.1 The 5S Process................................................................................................................. 8
Step 1: Sort............................................................................................................................ 9
Step 2: Set in order.............................................................................................................. 14
Step 3: Shine........................................................................................................................ 14
Step 4: Standardise.............................................................................................................. 16
Step 5: Sustain..................................................................................................................... 16
4. 5S IMPLEMENTATION PROCESS......................................................................................17
4.1 Selection and appointment of the 5S In-house Custodian and Process Champions........17
4.2 Selecting and appointing a 5S Steering committee..........................................................17
4.3 Training of the 5S Custodian/Process Champion/s and Steering committee....................17
4.4 5S Steering committee is guided to design, identify and or approve:...............................17
4.5 Train all line management, supervisors and employees...................................................18
5. References........................................................................................................................... 18

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INTRODUCTION

Most experts agree that proper housekeeping is a major contributor to operational excellence.
Research highlighted to us the linkage between:

 Poor housekeeping and accidents


 Poor housekeeping and production delays
 Poor housekeeping and the number of machine breakdowns
 Poor housekeeping wasted space
 Poor housekeeping and defective products produced
 Poor housekeeping and workers morale
 Poor housekeeping and low productivity
 Poor housekeeping and absenteeism

In spite of such evidence, many organisations do not have an organised system to maintain and
continuously improve the state of housekeeping.

Hiroyuki Hirano’s book “Pillars of the Visual Workplace” has become the source for the 5S
housekeeping program, which is now recognised as the corner stone of any continuous
improvement processes.

“The appearance of a place is a self-portrait of the person who works there”.

If there is any doubt about the effect of disorder on people’s attitude and decisions, answer
yourself the following questions.

 Do you go to a clean orderly fuel station, or a dirty disorderly one?


 Do you like to get your car serviced in a clean and orderly garage, or a dirty disorderly one?
 Do you go to a clean orderly barber shop, or a dirty disorderly one?
 Do you go to a clean orderly restaurant, or a dirty disorderly one?

Henry Ford, the great inventor and industrial giant, was once asked the question:

“What would you do if you were called upon to take charge of a business that had failed?”

Henry’s response was, “No business I know ever went to the wall without first accumulating a
vast pile of dirt. The dirt and all that goes with it, untidy thinking and methods, helped to cause
that failure. The first thing I would do would be to clean that business up”.

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1. JOB PRIDE DEVELOPMENT

The consequence of an orderly workplace is Job Pride.

“If you clean up the factory floor, you tend to clean up the thought processes of the people on it
too.”

Professor Robert Hayes

Job Pride brings out the best in people. Nothing we do, or encourage our people to do, is more
important than to show care. Care means to provide safe tools and equipment, provide work
space and facilities that creates an image consistent with the mental picture people normally
have of a work environment that is enables employees to perform their tasks safely, effectively
and efficiently.

2. WHY SHOULD WE PAY ATTENTION TO HOUSEKEEPING?


Proper housekeeping will eliminate safety hazards and will ensure that tasks are done more
safely, effectively and efficiently.

Housekeeping is not just cleanliness. It includes keeping work areas neat and orderly,
maintaining walkways and floors free of slip and tripping hazards, removing of waste materials,
and the proper labeling and stacking of spares and consumables. It also requires demarcating
walkways, working areas, no go areas etc.

2.1 What is the purpose of workplace housekeeping?

Poor housekeeping can contribute to creating safety hazards such as:

 Tripping hazards (items on floors, walkways, stairs and platforms).


 Falling hazards (items falling from not safely secured or stored positions).
 Slipping hazards (water, oil and grease spillages not cleaned up).
 Cutting and puncturing hazards (protruding nails and steel strapping).

2.2 What are the benefits of effective housekeeping?

Effective housekeeping will:

 Reduce tripping and slipping risks


 Reduced fire risks
 Reduced hazardous substances risks
 Enhanced control of tools and materials, including inventory and supplies
 Enhanced equipment care
 Enhanced hygienic conditions leading to improved health
 Enhanced use of space
 Reduced property damage
 Enhanced workforce morale
 Enhanced productivity

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3. ACHIEVING OPTIMAL HOUSEKEEPING USING THE 5S
METHODOLOGY
5S is a structured five step approach in order to attain and maintain optimal housekeeping and
workplace order.

5S is a journey undertaking in order to contribute in achieving:

 ZERO harm
 ZERO Defects
 ZERO waste
 ZERO Customer complaints

3.1 Elements of 5S

 Sort
 Set in order
 Shine
 Standardize
 Sustain

3.2 What is 5S?

5S is a structured five step approach in order to attain and maintain optimal housekeeping and
workplace order.

3.2.1 The 5S Process

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Step 1: Sort

The build-up or storing of unnecessary items causes:

 Wasted space
 Safety and health hazards
 Fire hazards etc.

The most widely used definition of order related to housekeeping is:

“A place for everything and every thing in its place, always”.

In order to systematically and effectively eliminate waste, clutter and unnecessary items, teams
will be provided with SORTING criteria.
The two most common and efficient methods of accomplishing the Sort phase of 5S are:

1. Red Tagging
2. The “Team Blitz”

Please note: Red tagging is performed during “Team Blitz”

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Definitions

Word Definition
Red tag A red tag is a tool used to tag items not needed within the work
area.

Red Tag This is a register needed to track the flow of tagged items.
registers

Red Tag A system within the sorting process. The item is tagged and
System entered into the Red Tag Register. This can be done by the team
during dedicated times, or by any individual in the team during
his/her normal daily activities.
“Team Blitz” This is a deliberate action taken by all the natural work teams in
their specific work areas with the intent to identify all items and
materials not required.
Red Tagging The procedure that can be followed when items are tagged.
Procedure
Area Red Tag The area that a tagged item is moved to after 2 (two) days. This
Zone area will be located within the natural working teams working area.
The holding time in the Area Red Tag zone is 5 (five) days.
Central Red This is a centralised area within the big organisation where all area
Tag Zone red zone items are moved to. This area need to be identified,
demarcated and named. This area will be located outside the
operational area if possible or an area identified by the client as the
most suitable area to move redundant items to. Items in this area
can now be accessed by all departments to assess the usability
thereof before the red tag actions take place. Holding time in the
Central Red Tag Zone is 10 (ten) days.

The Sorting Process

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Red Tag system

The “Team Blitz”

 The “Team Blitz” is performed by the natural working teams from each work area.

 Teams plan dates and times to perform the “Team Blitz”.

 Teams list all the items, the item value, and reasons why it will and cannot be used.

 Teams must agree as a team which items should be removed.

 Once agreed, teams must now remove identified items permanently from their work area.

 Teams are required to use the “red tags” as per the red tag standards.

 Teams are required to comply with the “red tag” zone holding times.

 At the end of the “holding time” period, all items with red tags must be removed from the
area by the team.

Note: Some items identified by the team for removal, require approval from the supervisor or line
manager.

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Red Tagging Procedure and holding times

Please note that:

 During the 5 day (Area Red Tag Zone) “Holding time”, employees of the area have the
opportunity to assess and question the validity of the “red tagged item”.

 During the 10 day (Central Red Tag Zone) “Holding time”, other departments have the
opportunity to assess the re-use of the “red tagged item”.

 All items “red tagged” for permanent removal must be approved by the supervisor before
removal.

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Step 2: Set in order
After the SORT phase (Step 1) is completed, teams must be provided with “standards” in order to
standardise work areas in terms of:

Team responsibility – set in order


 Ensure that work areas comply to the set standards:

 Work areas color coded (walking and working surfaces, handrails etc.).

 Pipes, valves, tanks and cylinders are clearly identified.

 Chemicals clearly identified.

 All new storage locations are marked.

 Ensure that all the required safety and health signage is posted up where required.

 Slings, tools and equipment marked and on registers.

Step 3: Shine
The Shine phase of 5S is the wash, clean, dust and keeps it that way phase.

The “shine” phase requires employee teams to clean their work areas, machines, tools and
equipment, including the removing of debris, dirt, grime, oil spillages etc.

 On request to management, teams must be provided with the correct cleaning equipment
and chemicals.

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 Part of the “shine” phase is for teams to decorate their work areas. Should teams feel
that it is justified, a request for paint, grass and flowers, (where applicable), should be
made to management.

In order to embed the “shine” phase as a way of life, teams are required to:

The “shine” phase, teams are also required to display:

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Step 4: Standardise
Process Champions must ensure that they provide teams with approved standards in order to
ensure that all the previous phases are embedded as permanent fixtures in all the work areas.

Step 5: Sustain
Process Champions must ensure that all team assessments and ratings are done on a
scheduled basis. Ensure that everyone understands, obeys and practice the rules and
procedures.

Draft continuous improvement procedure (corrective actions included).

Draft change management procedure.

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4. 5S IMPLEMENTATION PROCESS

4.1 Selection and appointment of the 5S In-house Custodian and Process Champions

4.2 Selecting and appointing a 5S Steering committee

4.3 Training of the 5S Custodian/Process Champion/s and Steering committee

4.4 5S Steering committee is guided to design, identify and or approve:

 5S posters to be designed and displayed throughout the site (IRCA Global will
provide example template).
 Red Tags (IRCA Global will provide example template).
 Red Tag Registers (IRCA Global will provide example template).
 Red Tag areas (Area Red Tag Zone and Central Red Tag Zone, more areas may
be identified depending on the size and complexity of the business).
 Red Tag procedure (criteria and actions from Red Tagging).
 Red Tag holding times (IRCA Global will provide example template).
 5S assessment measurement colour coding (IRCA Global will provide example
template).
 Draft cleaning roster template (IRCA Global will provide example template).
 Draft area responsibility matrix (area duty list) template (IRCA Global will provide
example template).
 Area map info.
 5S board design (business unit and team area) (IRCA Global will provide example
template).
 Determine 5S board area location.
 Establish independent assessment teams per business unit.
 Schedule dates for independent assessment team assessments.
 Draft reward and recognition procedure (awards and trophies).
 Draft Procurement procedure.
 Draft housekeeping standards related to:
o Building and floors
o Machine guarding
o Hazardous Chemical Substances
o Pollution (Air, Water and ground)
o Stacking and Storage
o Lockout systems
o MSDS
o Storage of flammable liquid and materials
o Labelling and marking standard
o Demarcating colour codes and standards

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o Symbolic safety signage standards (warning, information, danger,
mandatory)
o Notices and signs (5S, general information, notice boards)
o Waste management procedure
o Ventilation
o Lighting (natural and artificial)
o Sanitation and hygiene
o First Aid and facilities
o Workshop machinery - Grinding, cutting (pneumatic and electrical)
o Elevated platform, ladders, staircases and scaffolding
o Confined spaces and restricted access
o Lifting machines and equipment (Slings, cranes, chain blocks, etc)
o Pressure vessels and gas cylinders
o Motorised equipment
o Electrical equipment (portable, fixed and earth leakage)
o Sub stations
o Hand Tools
o Ergonomics
o PPE
o Fire protection and prevention
o Emergency procedure
o Other

4.5 Train all line management, supervisors and employees

5. References
Bird, F. E., Jr., & Germain, G. L. (1990). Practical Loss Control Leadership. Loganville, GA:
Institute Publishing Inc.

Bird, F. E., Jr., & Germain, G. L. (1997). The property damage accident: The neglected part of
safety. Loganville, GA: Institute Publishing Inc.

Bird, F. E., Jr., & Ray J Davies. (1996). Safety and the Bottom line: Loganville, GA: Institute
Publishing Inc.

Google

http://www.graphicproducts.com/thankyou-5s.php
http://www.tpmonline.com/articles_on_total_productive_maintenance/leanmfg/the5sindetail.htm
http://www.mfgeng.com/5S.htm

Special acknowledgements

BHP Billiton – Metalloys Meyerton

Jenny Cronjé and Renier Henning

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