The Secret To Japanese Success

5-S
THE SECRET TO JAPANESE SUCCESS
5-S Agenda
What is it?
Whats it for?
How does it work?
When do you use it?
Whats an example?
5-S THE SECRET TO JAPANESE SUCCESS
WHAT PROBLEMS DO U COMMONLY
ENCOUNTER AT YOUR WORKPLACE
High Absenteeism
High Turnover
Demotivated Employees
Disordered/ Cluttered Environment
Mistakes/Errors
THE SOLUTION TO ALL THESE
PROBLEMS IS
5S
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/Set in Order
SEISO The Cleaning/Shining
SEIKETSU Standardize
SHITSUKE - Sustain/Discipline
ADVANTAGES OF 5S
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
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)
METHODOLOGY
OF 5S
METHODOLOGY OF 5S
1. SORT/ ORGANISATION(SEIRI)
Seiri is the sorting out and
discarding of unnecessary items in

the workplace.
METHODOLOGY OF 5S
1. SORT/ 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 TECHNIQUE
RED
TAG
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
For wavering items
RED
TAG
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
SORT / ORGANISATION
PRIORITY FREQUENCY OF USE
HOW TO USE
Low
Less than once per year

Once per year
Throw away
Store away from the
workplace
Avg.
Once per month

Once per week
Store together but

offline
High
Once Per Day
Locate at the
workplace
2. SET IN ORDER (SEITON)

Sieton is the arrangement of
necessary items into goods order so

that they can be easily retrieve for use
and easily put back.
2. SET IN ORDER (SEITON)

Once You Have Eliminated All The
Unneeded Items
Now Turn To The Left Over Items
SET IN ORDER (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
SET IN ORDER (SEITON)

Workplace Checkpoints: Positions of aisles and storage places
clearly marked?
Tools classified and stored by frequency
of use?
Safety equipment easily accessible?
Floors in good condition?
5S Examples - Sort, Set in Order
See the difference?

1. Sort - All unneeded tools, parts and supplies are removed
from the area
2. Set in Order - A place for everything and everything is
in its place
Julias Kitchen
3. SEISO (CLEAN/SHINE)
Seison is cleaning up one's
workplace completely so that there

is no dust on floors, machines or
equipment.
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
5S Examples - Shine
3. Shine - The area is cleaned as the work is performed

(best) and\or there is a routine to keep the work area
clean.
Starbucks clutter
Image: Graham Garfield, Chicago-L.org
4. SEIKETSU (STANDARDISE)
Seiketsu is maintaining one's workplace
so that it is productive and comfortable

by repeating Seiri-Seiton-Seiso.
4. SEIKETSU (STANDARDISE)
Generate a maintenance system for the
first three S
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)

Shitsuke is training people to follow
good work habits and the strict

observations of workplace rules.
FOUR KEY FACTORS FOR

SUCCESSFUL 5-S
1. Continued commitment and support by top management
2. 5-S start with education and training
3. There is no observation in 5S, every one participates
4. Repeat the 5S cycle in order to achieve a higher standard
DECLARATION BY TOP MANAGEMENT

A. FORMATION OF :
1. 5S steering Committee
2. Training Committee
3. Promotion Committee
4. Audit Committee
5. Sustaining Committee
B. APPOINT :
1. 5S Coordinator
2. 5S facilitator and 5S group leader
B. 5S PROGRAMME PLAN :
1. Objectives
2. Policy and goals
3. Implementation Plan
5S Workplace Organization
Levels of Achievement
Level 5:
Continuously
Improve
Level 4:
Focus on
Reliability
Level 3:
Make it
Visual
Level 2:
Focus on
Basics
Level 1:
Just
Beginning
Needed items are routinely

reworked/ replaced as
needed to improve work area
performance
Needed items can be

retrieved within 30 seconds
and require a minimum
number of steps
Problem sources are

documented with solutions
defined and implemented
M ethods for housekeeping,

labeling, inspections, and
work place design are
continually improved and
shared externally as
applicable
Needed items are routinely
Needed items have been
Daily inspection occurs to
Agreements for labeling,
assessed against business
minimized in number/ size and assess area readiness,
housekeeping, inspections,
needs to assure functionality are properly arranged for
potential problems are
and work place design are
and fit
retrieval and use
identified and fixed
consistently followed and
demonstrate area
performance improvement
A list of needed items for the Needed items have dedicated Visual controls for
Work area agreements for
work area has been
locations and are properly
equipment, files and supplies needed item labeling and
documented
labeled with required
have been established for the visual controls are posted
quantities
work area
and followed by work team
Root causes have been

eliminated and improvement
actions focus on developing
preventive methods
Sources and frequency of

problems are documented as
part of routine work, root
causes are identified, and
corrective action plans are
developed
Work team is routinely
checking area to maintain 5S
agreements and posting
results
Needed and not needed

items have been sorted and
not needed have been
removed from work area
Needed items have been

safely stored and organized
according to frequency of
use
Key work area items to be

checked are indentified and
documented
Work area agreements are

5S level has been determined
identified and documented
and posted on the
for needed item organization communication board
and work area controls
Needed and not needed

items are mixed throughout
the work area
Items are placed randomly

throughout the work place
Key work area items to be

checked during a sweep are
not identified
No work area agreements

exist
Sorting
Simplifying
Sweeping
Standardizing
There is no measurement of
5S performance
Sustaining
rev. 04-06-01
Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5S To Do Plan
Date:
5S Team Members
Item
#
Date
Started
Company/Division Name:
5S element
5S Task - Action
Page
of
Person Preparing This Sheet
Person
Responsible
Location/
Department
38
Percent
Complete
100
25
75
100
50
25
75
100
50
25
75
100
50
25
75
50
100
25
75
100
50
25
75
100
75
50
25
50
100
25
75
100
50
25
75
100
75
50
25
50
100
25
75
100
75
50
25
50
Before and After 5-S
Before 5S
After 5S - Cleaned,
organized and drawers
labeled (less time and
frustration hunting)
The Good, Bad and the Ugly

First the Bad and the Ugly - Life Without 5S
The Good
Texas Die Casting
Set-up Cage
www.tocforme.com
Texas Die Casting
Set-up Cage
Texas Die Casting

Office Entryway
Texas Die Casting

Misc. Table
Texas Die Casting
Supply Cabinet
9 Waste Radar Chart

% of Waste Before 5S
% of Waste After 5S
Transportation
Process
100
90
80
70
60
50
40
30
20
10
Over production
Untapped
Resources
Delays
Inventory
Motion
Mis-used
Resources
Defective Product
48
The Nine Wastes

Overproduction
Before
After
Delays
Before
After
Transportation
Before
After
Inventory
Before
After
Motion
Before
After
Processes
Before
After
Defective
Products
Before
After
Untapped
Resources
Before
100
Percentage
of Waste
%of Waste
90
80
70
60
50
40
30
20
10
0
49
After
Mis- Used
Resources
Before
After
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.
Safety Increases
4.
Productivity Improves
5.
Quality Improves
6.
Wastage Decrease
7.
Machine Maintenance
8.
Visual Control System
9.
Employees Motivated

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5-S

THE SECRET TO JAPANESE SUCCESS

5-S THE SECRET TO JAPANESE SUCCESS

WHAT PROBLEMS DO U COMMONLY

ENCOUNTER AT YOUR WORKPLACE

5-S THE SECRET TO JAPANESE SUCCESS

THE SOLUTION TO ALL THESE

5-S THE SECRET TO JAPANESE SUCCESS

5-S THE SECRET TO JAPANESE SUCCESS

Quality, Safety,And Productivity,

Environment and a Consistently High

greater well being and increased

Health and Safety is ensured

Visual Control To See The Abnormalities

Understanding Of The Condition

discarding of unnecessary items in

Remove items which are broken, unusable or

only occasionally used

RED TAG TECHNIQUE

Give Staff Red Labels

The Work Place

For wavering items

Place The Suspected Items In The Red

Tag Area For One Week

Less than once per year

Once per month

Store together but

Once Per Day

2. SET IN ORDER (SEITON)

necessary items into goods order so

2. SET IN ORDER (SEITON)

Now Turn To The Left Over Items

SET IN ORDER (SEITON)

SET IN ORDER (SEITON)

5S Examples - Sort, Set in Order

See the difference?

workplace completely so that there

and grime remove the need to clean

Sweep, dust, polish and paint

Focus on removing the need to clean

3. Shine - The area is cleaned as the work is performed

Image: Graham Garfield, Chicago-L.org

so that it is productive and comfortable

5. SHITSUKE (SUSTAIN / DISCIPLINE)

good work habits and the strict

FOUR KEY FACTORS FOR

DECLARATION BY TOP MANAGEMENT

Needed items are routinely

Needed items can be

Problem sources are

M ethods for housekeeping,

Root causes have been

Sources and frequency of

Needed and not needed

Needed items have been

Key work area items to be

Work area agreements are

Needed and not needed