5S Custodian and Champions Training Slides

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5
S
5S PROCESS IMPLEMENTATION
CUSTODIAN AND PROCESS CHAMPION

TRAINING
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INTRODUCTION to edit Master title style
Barloworld Equipment management is committed to achieve and maintain ZERO
harm to the workforce . In their quest to achieve ZERO harm, they decided to
implement a 5S process.
The question is why?
5S has proved to be a very powerful “SHEQ tool” that can be used to assure personal
safety and the safety of fellow employees.
5S is an Employee driven process and Management will play a supportive role in the
5S process.
Optimal 5S performance, will assure optimal work performance, and assure that
employees are safeguarded against:
 Mechanical hazards
 Electrical hazards
 Slipping and tripping hazards.
 Falling from or to below hazards.
 Fire and Chemical hazards.
Click (cont.)
INTRODUCTION to edit Master title style
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 in it too.”
Professor Robert Hayes
WHAT IS 5S?
5S is a structured five step approach in order to attain and maintain optimal

Housekeeping and Work Place Order.
WHAT 5S IS NOT
5S is not just a cleaning exercise.

Click toORGANISATION
5S / WORKPLACE edit Master title style
The journey to:
 ZERO harm
 ZERO defects
Starts with the 5S Process
 ZERO waste
 ZERO customer complaints

 Sort
 Set in order
 Shine
 Standardise
 Sustain
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title
AIM style
To create an effective and efficient
workplace safety culture through
care
STEP 1. SORT
Identify and remove
all items not needed
from all work areas
STEP 5. SUSTAIN STEP 2. SET IN ORDER

Embed 5S as way of Create an effective
life in daily activities. item control system
WHAT IS
5S?
5S IS A STRUCTURED FIVE
STEP APPROACH IN STEP 4. STANDARDIZE
ORDER TO
STEP 3. SHINE
Apply the set
ATTAIN AND MAINTAIN Clean and maintain
standard for the 5S
OPTIMAL work areas
system
HOUSEKEEPING AND
WORKPLACE ORDER
WHY FOCUS ON HOUSEKEEPING AND WORKPLACE
ORDER? Click to edit Master title style
Most experts agree that proper housekeeping is a major contributor to Operational

Excellence. Research has highlighted the links between:
 Poor housekeeping and accidents.

 Poor housekeeping and production delays.
 Poor housekeeping and the number of machine breakdowns.
 Poor housekeeping and wasted space.
 Poor housekeeping and defective product production.
 Poor housekeeping and worker morale.
 Poor housekeeping and low productivity.
 Poor housekeeping and absenteeism.
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HOUSEKEEPING edit
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WORKPLACE style(Cont.)
ORDER
Regardless of such evidence, there are still many organisations that do not have a
formal or organised system in place, in order to assure that Housekeeping and Work
Place Order are practiced continuously.
Many Organisations do have formalised and organised systems in place, but they
are management driven. In other words, the state of Housekeeping and Work Place
Order are mainly the result of management intervention.
However any process driven by management only, with little or no involvement from
employees, will only have short term results.
Examples:
 Housekeeping (“clean-up”) exercises done before safety audits, inspections or

Head Office visits on an annual basis.
 The cleaning, fixing and putting order into a place after an accident.
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HOUSEKEEPING edit
AND Master title
WORKPLACE style(Cont.)
ORDER
Hiroyuki Hirano’s book “Pillars of the Visual Workplace” has become the source for
the 5S Housekeeping process worldwide and 5S is now recognised as the
cornerstone for continuous improvement of Housekeeping and Work Place Order .
“The appearance of a place is a self-portrait of the person who works there”.

Anonymous
If there is any doubt about the effect of disorder on a persons attitude and decisions,
ask yourself the following questions:
If you have a choice:

 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?
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HOUSEKEEPING editWORKPLACE
Master titleORDER
style (Cont.)
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”.
Does your Work Area look like this...?

...Or does your Work Area look like this?

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STEP 1: SORT to edit Master title style
The first step in the 5S process is to 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”.
The literal application of this definition is costing many organizations millions

because of waste caused by disorder. Finding a place for items such as:
 The extra bolts or brass fittings left over after repairs;

 The half used paint or solvent containers;
 Unused and left over welding rods;
 Unused chairs and tables etc.
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SORT (cont.) to edit Master title style
In other words, finding a place for every thing and then putting everything in its
place, can become a deliberate waste generating practice.
In order to eliminate waste generation and establish proper order, we can adopt a
new definition namely:
“A place is in order when there are no unnecessary things about, and when all
necessary things are in their proper places. “No” in this sentence means none!
Not even one!”
Harry Meyers
In order to systematically and effectively eliminate waste, clutter and unnecessary

items, teams will be provided with SORTING criteria.
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The two most common and efficient methods of accomplishing the Sort phase of 5S
are:
1. Red Tagging
2. The “Team Blitz”
Note: Red tagging is performed during “Team Blitz”

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1. Red Tagging includes:
 Design Red Tag. What is a red tag?

 A red tag is a tool used to tag items not needed within the work area.
 Design Red Tag registers
 This is needed to track the flow of tagged items.
 Implement Red Tag system
 The item is tagged and 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.
 Criteria for Red Tag items may include:
 Frequency of use
 Redundant
 Broken
 Not Usable
 Out of Date
 Hazardous
 Difficult to handle
 Duplicated item (too many)
 Misplaced items
 Waste
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1. Red Tagging includes (cont.:
 Possible actions from tagged items:

 Fix
 Restore
 Donate
 Recycle
 Trash
 Resell
 Move
 Example of Sorting Guidelines
 Identify and demarcate “Red Tag” item Zones
 Area Red Tag Zone
 Central Red Tag Zone
 Follow the guidelines for the holding times in the identified areas.
Note:
 Management must be willing to address all issues as they are
identified during the “sort” phase of the 5S process.
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Red Tagging Procedure and holding times:
 Step 1: An item is Red Tagged (“Team Blitz”). The Red Tag is completed partially. Note:
Items that pose an immediate threat to individuals and the environment must be removed
immediately to the Area Red Tag Zone.
 Step 2: After 2 (two) days this item need to be moved to the Area Red Tag Zone, this is a
non negotiable time frame. This item may not stay in the Area Red Tag Zone for longer
than 5 (five) working days. The supervisor or responsible line manager to consider actions
to be taken and complete the rest of the Red Tag. Consider the Tagging criteria.
 Step 3: The item is now moved to the Central Red Tag Zone. The item may not stay in the
Central Red Tag Zone for longer than 10 (ten) working days. A decision regarding the
tagged item need to be taken, based on the item’s Tagging criteria.
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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2. “Team Blitz” includes:
The “Team Blitz” 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.
 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.
TRAININGClick
GOALS to edit Master title style
On completion of this module the learner will learn about the IRCA BIT
IMBOP™ model.
MODULE CONTENT
 Implementing and maintaining BBC
 Implementing and maintaining IMBOP™
 Identifying Critical Behaviours
 Making a PACT agreement.
 Behaviour Modelling
 Observation and Feedback
 Problem Solving
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STEP 2: SET to edit
IN ORDER Master title style
After the SORT phase is completed, teams must be provided with “standards” in
order to standardise work areas in terms of:
 Labeling and marking standards.

 Demarcating colour codes and standards.
 Symbolic Signage standards.
 Workflow directions and facility maps.
 “The Right To Know” (TRTK) labels and data sheets.
Note: The above relate to limited examples and is not restricted to the mentioned
only
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SET IN ORDER to edit Master title style
TEAM RESPONSIBILITY – SET IN ORDER
 Ensure that work areas comply to the set standards:
 Work areas colour 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.
only
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STEP 3: SHINE to edit Master title style
The Shine phase of 5S is the wash, clean, dust and keep 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.
 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:
 Compile a cleaning checklist of items in the team’s area and that it is posted up.
 Compile cleaning-up schedules (time frames).
 Compile minor maintenance inspection checklists.
 Assign, on a rotational basis, team members to take responsibility for cleaning.
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SHINE (cont.) to edit Master title style
During the “shine” phase, teams are also required to display:
 Their team photo

 Team area
 Current 5S rating status
 5S aim and concepts
 5S measures
 Action plan (inspection list)
 Area map (workplace)
 Before and after photos of workplace
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5S TEAM BOARD edit Master title style
AIM/VISION MEASUREMENT WORK PLACE MAP
5
OUR AIM
To create an effective and efficient
workplace safety culture through
care
S LEVEL 1 – RED
5S / WORKPLACE ORGANIZATION:
How Do We Measure?
LEVEL 2 – ORANGE LEVEL 3 – GREEN LEVEL 4 – SILVER LEVEL 5 – Gold

(1 Point) (2 Points) (3 Points) (4 Points) (5 Points)
•There is no workplace •Area is clean, no debris •Area is clean, neat and •All Sort, Set in Order •All 5S standards have
orderly
STEP 1. SORT order in area and Shine requirements been met and
•Broken tools and •It is difficult to tell what •All required equipment, have been met (Green maintained (Silver
Identify and remove equipment is and is not required to tools, manuals, staging status has been status has been
all items not needed •Equipment not perform the process areas, files, have been maintained for three maintained for three
identified •A co-worker could not identified and clearly months) months)
from all work areas labeled
•Work areas not tell what stage WIP is in •Personnel are •All 5S standards have
demarcated •Obsolete stock, forms •Stacking and storing maintaining 5S been met and
•Appearance is and materials have been areas are clearly standards driven from maintained
disorganized and dirty removed defined and labeled supervisors •Personnel are
•Excess tools, •Team members are •Min/Max levels have •Ergonomics adapted maintaining 5S
STEP 5. SUSTAIN STEP 2. SET IN ORDER been established and
equipment, materials, starting to work together for the human element. standards with no
Embed 5S as way of Create an effective manuals, forms to create order. are being adhered to •All facilities improved direction from
WHAT IS life in daily activities. item control system •Files, drawers,
equipment, not labeled
•Team has started to
remove unwanted
to new standards supervisors because
they want to not
•Desk, shelves, file because they have to.
5S? cabinets, cluttered
•Obsolete forms, work
items.
•Some items are stored
•Personnel are active in
devising ways to
5S IS A STRUCTURED FIVE instructions, memos in and marked correctly improve workplace
STEP APPROACH IN work area organization
ORDER TO •Dirt and grime present
STEP 4. STANDARDIZE
ATTAIN AND MAINTAIN STEP 3. SHINE
OPTIMAL Apply the set
Clean and maintain
HOUSEKEEPING AND standard for the 5S
work areas
WORKPLACE ORDER system
Ref: S5 IL Rev: 0.00

Ref: S5 IL Rev: 0.00
CLEANING PROGRAM RESPONSIBLE TEAM MEMBERS WORK PLACE GRADING

Click toGRADING
(TYPE IN AREA NAME)
(TEAM PHOTO)
Click toBOARD
5S MANAGEMENT edit Master title style
AIM MEASUREMENT STANDARD AREA MAP
A4 A4 A4
DEP 1 DEP 2 DEP 3 DEP 4 TOTAL

DEP
¼ A4 ¼ A4 ¼ A4 ¼ A4 ¼ A4
RATING RATING RATING RATING RATING
¼ A4 ¼ A4 ¼ A4 ¼ A4 ¼ A4
Click to
5S TEAM BOARD edit Master title style
AIM MEASUREMENT STANDARD WORKPLACE MAP
A4 A4 A4
CLEANING SCHEDULE
RESPONSIBLE TEAM MEMBERS TEAM PHOTO
¼ OF A4 PHOTO
RATING
A4 A4 PREVIOUS CURRENT
¼ A4 ¼ A4
ClickMAP
WORK PLACE to edit Master title style
Click toORGANIZATION
How Do We Measure?
LEVEL 1 – RED LEVEL 2 – ORANGE LEVEL 3 – GREEN LEVEL 4 – SILVER LEVEL 5 – Gold
(1 Point) (2 Points) (3 Points) (4 Points) (5 Points)
•There is no workplace •Area is clean, no debris •Area is clean, neat and •All Sort, Set in Order •All 5S standards have
order in area orderly and Shine requirements been met and
•Broken tools and •It is difficult to tell what •All required equipment, have been met (Green maintained (Silver
equipment is and is not required to tools, manuals, staging status has been status has been
•Equipment not perform the process areas, files, have been maintained for three maintained for three
identified •A co-worker could not identified and clearly months) months)
•Work areas not tell what stage WIP is in labeled •Personnel are •All 5S standards have
demarcated •Obsolete stock, forms •Stacking and storing maintaining 5S been met and
•Appearance is and materials have been areas are clearly standards driven from maintained
disorganized and dirty removed defined and labeled supervisors •Personnel are
•Excess tools, •Team members are •Min/Max levels have •Ergonomics adapted maintaining 5S
equipment, materials, starting to work together been established and for the human element. standards with no
manuals, forms to create order. are being adhered to •All facilities improved direction from
•Files, drawers, to new standards supervisors because
•Team has started to
equipment, not labeled they want to not
remove unwanted
•Desk, shelves, file because they have to.
items.
cabinets, cluttered •Personnel are active in
•Obsolete forms, work •Some items are stored devising ways to
instructions, memos in and marked correctly improve workplace
work area organization
•Dirt and grime present
CLEANINGClick to edit
SCHEDULE Master title style
O T T S AP F F S
P R R C SL O O U
E U U R SA R R R
R C C E IN E E V
A K K E ST M M E
T N T A A Y
O D A AA N N O
R NT R TIME
FLOW DIAGRAM HOUSEKEEPING WORK TO BE DONE R S O COMMENTS
FREQUENCY
I S P TT
V I E E
E S R N
R T A D
A T A
N O N
T R T
STORE ROOMS SWEEPT THE AREA D D D SHIFT BASIS
PLACE TOOLS IN DEDICATED AREA D D D SHIFT BASIS

ENSURE NO STACKING OF TOOLS ON
LOCKERS D D D D SHIFT BASIS
REMOVE ALL UNWANTED AND FAULTY
EQUIPMENT D D D SHIFT BASIS
REMOVE ALL THE OLD PPE THAT ARE
LAYING ARUOND D D D SHIFT BASIS
ClickPERSON
RESPONSIBLE to edit Master title style
LOCATION TEAM MEMBER DATES
Click to edit
STEP 4: STANDARDISE Master title style
Teams are required to ensure that they Standardise their work areas in line with the
approved 5S standards.
 Maintenance standards
 Colour coding standards
 Labeling standards
 Inspection standards
 Marking standards
 Area duty lists
 Area checklist
only
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STEP 5: SUSTAIN edit Master title style
Employees are required to take it upon themselves to maintain and sustain level
5 of 5S.
Not because teams “have to” but because they “want to”.
PROCESSClick to edit
CHAMPION Master title style
RESPONSIBILITY
STEP 1: SORT PHASE - CRITERIA
The 5S “Custodian” and “5S Process Champion responsibilities:
 Tagging procedure for all work areas, offices (cabinets etc.), plant and
equipment. Inform teams and individuals regarding their roles and
responsibilities in the “sort” phase.
 Identify work area “Red tag Zones”. (in consultation with various teams)
 Identify central “Red tag Zone”. (in consultation with various teams)
 Train all the work teams in the 5S initiative.
 Plan and set the work teams in action (Team Blitz). From time to time
accompany the various teams to reinforce the Team Blitz methodology.
 Train teams to perform 5S self assessments.
RESPONSIBILITY (cont.)
PHASE 2: SET IN ORDER -

STANDARDS
After the SORT phase is completed, the “5S Task Team "must now prepare
standards that will ensure order. This phase is known as “Set In Order”.
 Identify permanent storage facilities.

 Establish labeling and marking standards.
 Establish demarcating colour codes and standards.
 Establish signage standards.
 Establish workflow directions.
 Establish facility maps.
 Ensure that “The Right To Know” (TRTK) labels are affixed as required.?
 If required, ensure that shelving and cabinets are provided and identified.
 Ensure that pipes, valves, tanks and cylinders are clearly identified.
 Ensure that all new storage locations are marked.
 Ensure that all the required safety and health signage is posted where required.
PHASE 3: SHINE
The Shine phase of 5S is the wash, clean, dust and keep it that way phase.
Effective cleaning requires that employees “shine” their work areas, machines, tools
and equipment, including removing debris, dirt, grime, oil spillages etc.
 It is the responsibility of the “5S Task Team” members (Process Champions) to ensure
that working teams are provided with the correct cleaning equipment and chemicals.
 During this phase, many employees will start to develop a sense of “Job Pride”.
 Job Pride will cause such employees to start to fix broken equipment, want to paint
walls and plant grass etc.
 When this happens, the Process Champion must ensure that such working teams are
provided with the required resources by their respective line management.
PHASE 3: SHINE (cont.)
 In order to embed the “shine” phase as a way of life, the “5S Process Champion”
must ensure that each work team:
 Compiles a cleaning checklist of items in the team’s area and that it is posted up.
 Compiles cleaning-up schedules (time frames).
 Assign on a rotational basis team members to take responsibility for clearing-up
and cleaning.
“If you clean up the factory floor, you tend to clean up the thought processes of
the people in it too.”
Professor Robert Hayes
PHASE 3: SHINE (cont.)

The 5S Process Champion must ensure that each work team displays the
following in their work areas:
 Team photo
 Team area
 Current status
 5S aim and concepts
 5S measures
 Action plan (inspection lists)
 Area map (workplace)
 Before and after photos
PHASE 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.
 Maintenance standards
 Colour coding standards
 Labeling standards
 Inspection standards
 Marking standards
 Area duty lists
 Area checklist
only
PHASE 5: SUSTAIN
Process Champions must ensure that all team assessments and ratings are
done on a scheduled basis.
EXCO / MANAGEMENT TEAM ROLES AND
Click to edit Master title
RESPONSIBILITIES style
The role of the EXCO/ Management Team is to actively participate in the 5S

process.
 Approve the 5S participation standards for all the role players.

 Draft and approve the 5S rewards, awards and recognition
criteria.
 Participate in the scheduled 5S Plant visits.
 During the scheduled Plant 5S visits, encourage and support
Plant management and employee teams.
Click to ROLES
BU MANAGEMENT edit Master title style
AND RESPONSIBILITIES
The role of the Business Unit Management Team(s) is to actively participate in

the 5S process.
 To ensure that all the role players comply with their 5S participation
standards.
 Perform weekly Plant management 5S visits.
 During the 5S visits, encourage and support supervisors and
employee teams to achieve the highest 5S rating.
 Establish independent 5S assessment team.
ClickROLES
SUPERVISOR to edit
ANDMaster title style
RESPONSIBILITIES
The role of supervisors is to actively participate in the 5S process and is

required to:
 Encourage and support team members to participate in the 5S

process.
 To perform the “Team Blitz”.
 Identify Red tag items no longer required.
 Salvage items for use.
 Set order in work flow.
 Create clean up schedules.
 Rate the team’s 5S performance.
 Facilitate and create a platform whereby teams are able to perform
5S self assessments.
 Create an environment to make 5S a part of the daily Toolbox Talks.
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EMPLOYEE to edit
ROLES AND Master title style
RESPONSIBILITIES
The role of the employee is to actively participate in the 5S process and is required to:
 To perform the “Team Blitz”.

 Identify Red tag items no longer required.
 Salvage items for use.
 Set order in work flow.
 Participate in the clean up schedules.
 Participate in 5s Self assessments.
 Rate team 5S performance.
WHAT ARE THE NEXT STEPS AFTER THE TRAINING
SESSION? Click to edit Master title style
 Appoint and mobilise 5S Steering Team

• 5S Steering Team responsibilities are reflected in the participations
standards
 Tagging and labeling standards for offices (cabinets etc.), plant, equipment
etc.
 Schedule team training sessions.
 In conjunction with Supervisor and Line Management, identify work area “Red
Tag Zones”.
 Identify central “Red Tag Zone”.
 5S Custodian and team to provide feedback of the first housekeeping
assessment to EXCO team.
 Train all the work teams in the 5S initiative.
 Plan and set the work teams in action (Team Blitz).
 Determine dates for the Housekeeping self assessments.
 Design/develop 5S posters that must be displayed throughout the site.
 Develop an awards/reward and recognition system.
PRACTICAL IMPLIMENTATION TOOLS
5S PROJECT TIMELINES
5S PROJECT PLAN
5S TASK TABLE
5S ORGANISATION AND DEPARTMENTAL

STRUCTURES
SECT:………
Click to edit
No :Master
………. title style
Date: ………..
Area : ……..
STORE UNDERGROUND IN “RED TAG” AREA : ….
SEND TO AREA “RED TAG” ZONE : ….
SEND TO CENTRAL “RED TAG “ ZONE : ….
To be fixed : …..
To be restored : …..
To be donated : …..
To be re-sold : …..
To be re-cycled : …..
Trash: …..
No : ………….
Date: ……………..
Area : …………….
Send to area “red tag” zone : …..

Send to central “ red tag” zone : …..
To be fixed : …..
To be donated : …..
Trash: …..
Register for RED TAG items
Date Date to Central Date Approval by

Item Description Tag No Area from tagged Zone Classification finalised Responsible person
Central store
Donate
Repair
Scrap
Sell
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5S TIME LINE to edit Master title style
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8
Week 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32
Admin & Planning
Project Preparation
Training
SORT
SET IN ORDER
SHINE
STANDARDISE
SUSTAIN
Self assessments
Typical 5S Project Tasks
Responsibility Task Compl
IRCA
Completion Mine Process Dept 5S IRCA Proj
Task Description Start Date Date GM Man Custodian Champion Man Team Man Man Yes
Preparation √
1 Select 5 S Custodian tbc tbc √
2 Select Departmental Process Champions tbc tbc √
3 Establish Organizational structures tbc tbc √
4 Establish 5S Roles and Responsibilities tbc tbc √ √
5 Incorporate Roles and Responsibilities in Mopani KPI's tbc tbc √
6 Update Mopani 5S Project Plan tbc tbc √ √
7 Management Approve Updated Mopani 5S Project Plan tbc tbc √
8 Final implementation planning with Custodian tbc tbc √ √
9 Drafting of message from the CEO tbc tbc √
10 Management Info session with union reps tbc tbc √
11 Departmental Briefing sessions tbc tbc √
12 Identify Project Operations Offices tbc tbc √
13 Setup Project Operations Offices tbc tbc √
14 Setup project structure and administration tbc tbc √ √
15 Mopani to Draft Appointment letters tbc tbc √
16 Submittance of Appointment letters tbc tbc √ √
17 Setup 5S Steering committee and meeting schedule tbc tbc √
Visible Felt Leadership
18 Management VFL Training session tbc tbc √ √ √ √ √ √
19 1st Management VFL visit tbc tbc √ √ √ √ √ √
20 2nd Management VFL visit tbc tbc √ √ √ √ √ √
21 3rd Management VFL visit tbc tbc √ √ √ √ √ √
22 Design and implement VFL booklet tbc tbc √ √ √
23 Review VFL visit dynamics tbc tbc √ √
24 Subsequent Weekly Management VFL visits tbc tbc √ √ √ √ √ √
Sort Phase Tasks
25 Define Areas of responsibility tbc tbc √
26 Establish Sort criteria tbc tbc √ √
27 Approve "Red Tag" card system tbc tbc √ √
28 Identify central area Red Tag zone tbc tbc √ √
29 Approve Red Tag item disposal logistics tbc tbc √ √
30 Approve 5S Slogan, Aim and Goal tbc tbc √ √
31 Approve 5S Assessment Checklist tbc tbc √ √
32 Approve 5S Measurement System tbc tbc √ √
33 Design 5 S posters in Mopani style tbc tbc √ √ √
34 Identify working area Red Tag zones tbc tbc √ √
35 Identify location of notice boards tbc tbc √ √ √
36 Installation of 5S boards tbc tbc √ √
37 Distribute 5S posters to departments tbc tbc √
38 Display 5S Communication Posters in working areas tbc tbc √ √
39 Team Blitz/Red Tagging tbc tbc √ √ √
40 Display Team Photo's tbc tbc √ √ √
41 Ongoing Red Tagging tbc tbc √ √ √ √
Set in order Tasks
42 Establish workflow directions tbc tbc √ √ √ √

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CUSTODIAN AND PROCESS CHAMPION

The question is why?

THE CONSEQUENCE OF AN ORDERLY WORKPLACE IS JOB PRIDE.

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

5S is not just a cleaning exercise.

 ZERO customer complaints

STEP 5. SUSTAIN STEP 2. SET IN ORDER

Most experts agree that proper housekeeping is a major contributor to Operational

 Poor housekeeping and accidents.

 Housekeeping (“clean-up”) exercises done before safety audits, inspections or

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

If you have a choice:

Henry’s response was:

Does your Work Area look like this...?

...Or does your Work Area look like this?

The build-up or storing of unnecessary items causes:

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

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

The literal application of this definition is costing many organizations millions

 The extra bolts or brass fittings left over after repairs;

In order to systematically and effectively eliminate waste, clutter and unnecessary

Note: Red tagging is performed during “Team Blitz”

 Design Red Tag. What is a red tag?

 Possible actions from tagged items:

Please note that:

 Labeling and marking standards.

 Ensure that work areas comply to the set standards:

 On request to management, teams must be provided with the correct cleaning

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

 Their team photo

AIM/VISION MEASUREMENT WORK PLACE MAP

LEVEL 2 – ORANGE LEVEL 3 – GREEN LEVEL 4 – SILVER LEVEL 5 – Gold

Ref: S5 IL Rev: 0.00

CLEANING PROGRAM RESPONSIBLE TEAM MEMBERS WORK PLACE GRADING

(TYPE IN AREA NAME)

AIM MEASUREMENT STANDARD AREA MAP

DEP 1 DEP 2 DEP 3 DEP 4 TOTAL

RATING RATING RATING RATING RATING

STORE ROOMS SWEEPT THE AREA D D D SHIFT BASIS

PLACE TOOLS IN DEDICATED AREA D D D SHIFT BASIS

STEP 1: SORT PHASE - CRITERIA

The 5S “Custodian” and “5S Process Champion responsibilities:

PHASE 2: SET IN ORDER -

 Identify permanent storage facilities.

PHASE 3: SHINE (cont.)

PHASE 3: SHINE (cont.)

The role of the EXCO/ Management Team is to actively participate in the 5S

 Approve the 5S participation standards for all the role players.

The role of the Business Unit Management Team(s) is to actively participate in

The role of supervisors is to actively participate in the 5S process and is

 Encourage and support team members to participate in the 5S

 To perform the “Team Blitz”.

 Appoint and mobilise 5S Steering Team

PRACTICAL IMPLIMENTATION TOOLS

PRACTICAL IMPLIMENTATION TOOLS

PRACTICAL IMPLIMENTATION TOOLS

PRACTICAL IMPLIMENTATION TOOLS

5S ORGANISATION AND DEPARTMENTAL

Send to area “red tag” zone : …..

Date Date to Central Date Approval by

Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8

Admin & Planning

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