Kaizene 2 Edite

Institution Name Document No.
ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

W/R SIHEEN POLYTECHNIC COLLEGE
Title: Issue No. Page No.
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Department: INFORMATION AND TELECOMMUNICATION
TVET –Program Title: ITSM AND DATABASE ADMINISTRATION Level: IV & III Year: I
Course /Module Title: Standardizing and Sustaining 3S
Ac. Year: 2012 E.C
Nominal Duration: 30 Hours: Semester: I
Course / Module Code: EIS ITS2 12 0615 Program: (Reg/Ext) :
Name of the Trainer.
Course / Module Description
This module aims to provide the trainees with the knowledge, skills and right attitude required to participate in the planning
process and to contribute to the development of a strategic plan..
Leaning Objectives:
At eh end of the course / Module, the trainee will able to:
Learning outcomes:
I. Prepare for work

II. Standardize 3S
III. Sustain 3S
Course / Module Assessment Methods: oral, written and interview

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LO1: Prepare for work

This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
 Using work instructions to determine job requirements.
 Reading and interpreting Job specifications.
 OHS requirements.
 Identifying and checking safety equipment and tools.
 Preparing and using tools and equipment to implement 3S.
 Using Kaizen board properly in accordance the procedure
 Preparing labels and slogans
Using work instructions to determine job requirements
Introduction
5S is amongst the first and fundamental steps implemented by an enterprise towards the path of implementing Total
Quality Management and continuous improvement at the operation level. 5S is a process designed to organize the
workplace, keep it clean, and maintain effective and standard conditions. It instills the discipline required to enable each
individual to achieve and maintain a world-class environment. The use of this tool was started in 1972 by Henry Ford
in the United States as the CANDO program: Cleaning up, Arranging, Neatness, Discipline and Ongoing improvement.
The technique was popularized as ‘Japanese 5S’ in 1980 by HiroyukiHirano.
Many enterprises have practiced the 5S and derived significant benefits from it. In particular, this technique has been
widely practiced in Japan. Most Japanese 5Spractitioners consider 5S useful not just for improving their physical
environment, but also for improving their thinking processes too. In Japan it is also called ‘ workplace management’.
5S will be needed if the workplace is messy and unorganized. It will also be needed if employees spend extra time in
searching tools, papers, information, etc.
What Is 5S?
5S is a method of creating a self-sustaining culture which perpetuates a neat, clean, efficient workplace; a
method for removing all excess materials and tools from the workplace and organizing the required items
such that they are easy to find, use, and maintain.
The five steps of Japanese 5S are:

1. Sort (Seiri)
 No unnecessary items at the workplace: “When in doubt, throw it out!”
2. Set in Order (Seiton)
Anyone can instantly find, take, and return any needed item:“A place for everything, and
 everything in its place”

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3. Shine (Seiso)
 Deviations become visual by cleaning: “Cleaning = inspection; Cleaning with meaning”
4. Standardize (Seiketsu)
 Visualize the 5S standards in the workplace: “Make the best way the easiest way”
5. Sustain (Shitsuke)
 Everybody follows the standard until we have a better one:“Stick to it!”
Why do we practice the 5S?
The general concept of the 5S is that they are intended to eliminate waste. Working in disorder is neither
productive, nor safe. 5S is a simple and practical method to instill a quality culture at the work place. It is relatively
easy to undertake, and requires minimal additional resources. The first and small investment made in time and
effort pays off in a much bigger manner when the results are realized and maintained.
Among the main benefits of implementing 5S are:
 The workplace becomes cleaner, safer, well-organized and more pleasant
 Floor space utilization is improved
 Workflow becomes smoother and more systematic and non-value added activities are reduced;
 Time for searching tools, materials and document is minimized;
 Machi ne breakdowns are reduced since clean and well-maintained equipment breaks down less frequently
and it also becomes easier to diagnose and repair before breakdowns occur, therefore extending equipment life;
 Errors are minimized leading to making defect-free products;
 Consumables and material wastage are minimized;
 The morale and satisfaction of employees improves; and
 The productivity of the organization improves together with the quality of products and services.
Reading and interpreting Job specifications.
Introduction
A successful operation in the hospitality industry requires efficient management of personnel and cooperation between
many different skilled professionals. Working in this type of international setting can seem like a puzzle. To make it
work, you must not only be familiar with the job specifications for your colleagues, but you must also be very familiar
with your suppliers and customers. A job specification describes the knowledge, skills, education, abilities and
experience that are essential to a particular job. In short, a job specification describes the exact person that a company
requires for a particular role.

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A job specifications not identical to a job description.

A job description defines the duties and requirements of an employee’s job in detail, however most job specification
swill include an overview of the duties included in the position.
Job Requirements
A Job can be defined as:
 A piece of work, especially a specific task done as part of the routine of one's occupation or for an
agreed price.
 A post of employment; full-time or part-time position
 Anything a person is expected or obliged to do; duty; responsibility
 An affair, matter, occurrence, or state of affairs.
 The material, project, assignment, etc., being worked upon
 The process or requirements, details, etc., of working.
 The execution or performance of a task
The requirements for a job vary according to the nature of the job itself. However, a certain work ethic must be
cultivated to succeed in any job and this is fundamental to an individual’s sense of himself as a worker, as part of
production relations and a fundamental economic being. The basic requirements for a job remain the same no
matter what the job is, where it is located or what professional and educational qualifications are required for it.
These are as follows:
Components of a Job Specification

 Discipline: Nothing is possible without discipline. Any job requires a fundamental core of discipline from the
worker or the employee and this is a quality which is independent of age, post, stature, job and so on. Discipline is
absolutely indispensable and provides the impetus for work that can be strenuous, repetitive, boring and even
unsatisfactory at times.
 Enthusiasm: Enthusiasm for work is also a pre-requisite for any job. An innate love for the job, which in modern
parlance is known as job satisfaction, is a core requirement for any job. The drive to succeed, to innovate, to do
well and to make one’s profession into one’s livelihood is a critical drive which needs to be present in the employee
or cultivated as soon as possible. No job, however perfectly carried out, can evoke the feeling of satisfaction of a
job well done without the instinct for success.
 Qualifications: This is a more material, tactile need for a job which can be conveyed through degrees
and certificates. However education is not limited to what is taught in colleges or vocational training courses. It is
the burning desire to learn more, to reach the depths of knowledge about a particular field of interest, to complete
the job and learn from it that marks the true enthusiast and the truly learned.
 Soft Skills: Soft skills include those skills which ensure that a job is executed well, and the employee can carry
himself in the proper manner too. For example, good and smooth communication, computer skills, proficiency in
language if needed, presentable appearance, the ability to manage crises are all soft skills which are fundamentally
important in any job and which must be cultivated consciously.
 Experience: The number of years of experience you have had in the role in which you desire to fill. A job
specification will detail the number of years of work experience a candidate needs in order to successfully fill

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a position. Positions that require more complex and responsible duties, and supervisory and managerial roles,
will always require more work experience.
 Education: The training, degrees or certifications required for the position.

 Required Skills, Knowledge and Characteristics: This is where the employer states the skills,
knowledge and characteristics of other employees who were previously in this position, or what the
employer requires to fill the role. Characteristics refer to personality traits that the ideal candidate must
possess. These might be patience or leadership, or good time management, flexibility or attention to
detail.
 Overview of Job Duties: This is where the employer repeats the requirements and activities that the
prospective employee must undertake in the position.
Thus, the requirements of a job, though specific to it, cover also a general spectrum.
These make for better employees and better individuals.
1. Work Instruction
Information about the work
 Describe what workers need to be able to do on the job
 Work functions
 Key activities of each work function
 Performance indicators
 Describe what task to be done or work roles in a certain occupation

Work instruction is a description of the specific tasks and activities within an organization. A work instruction in a
business will generally outline all of the different jobs needed for the operation of the firm in great detail and is a
key element to running a business smoothly.
In other words it is a document containing detailed instructions that specify exactly what steps to follow to carry
out an activity. It contains much more detail than a Procedure and is only created if very detailed instructions are
needed. For example, describing precisely how a Request for Change record is created in the Change Management
software support tool.
Procedures vs. Work Instructions
Many people confuse “procedures” with “work instructions”. In fact, most people write work instructions and call
them procedures. Knowing the differences of procedures vs work instructions can help you understand the
documentation process much better and, therefore, procedure documentation.
Procedures describe a process, while a work instruction describes how to perform the conversion itself. Process
descriptions include details about the inputs, what conversion takes place (of inputs into outputs), the outputs, and
the feedback necessary to ensure consistent results. The PDCA process approach (Plan, Do, Check, Act) is used to
capture the relevant information.

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Questions that need to be answered in a procedure include:

 Where do the inputs come from (suppliers)?
 Where do the outputs go (customers)?
 Who performs what action when (responsibilities)?
 How do you know when you have done it right (effectiveness criteria)?
 What feedback should be captured (metrics)?
 How do we communicate results (charts, graphs and reports)?
 What laws (regulations) or standards apply (e.g., ISO 9001, 8th EU Directive, IFRS, Sarbanes-Oxley)?
OHS Requirements
OHS requirements are legislation/regulations/codes of practice and enterprise safety policies and procedures. This
may include protective clothing and equipment, use of tooling and equipment, workplace environment and safety,
handling of material, use of firefighting equipment, enterprise first aid, hazard control and hazardous materials and
substances.
Personal protective equipment include those prescribed under legislation/ regulations/codes of practice and
workplace policies and practices. Safe operating procedures include the conduct of operational risk assessment and
treatments associated with workplace organization. Emergency procedures include emergency shutdown and
stopping of equipment, extinguishing fires, enterprise first aid requirements and site evacuation.
Occupational safety and health (OSH) also commonly referred to as occupational health and safety (OHS) or
workplace health and safety (WHS) is an area concerned with the safety, health and welfare of people engaged in
work or employment. The goals of occupational safety and health programs include fostering a safe and healthy
work environment. OSH may also protect co-workers, family members, employers, customers, and many others
who might be affected by the workplace environment. In the United States the term occupational health and safety
is referred to as occupational health and occupational and non-occupational safety and includes safety for activities
outside work.
Occupational safety and health can be important for moral, legal, and financial reasons. In common-law
jurisdictions, employers have a common law duty (reflecting an underlying moral obligation) to take reasonable
care for the safety of their employees. Statute law may build upon this to impose additional general duties,
introduce specific duties and create government bodies with powers to regulate workplace safety issues: details of
this will vary from jurisdiction to jurisdiction. Good OSH practices can also reduce employee injury and illness
related costs, including medical care, sick leave and disability benefit costs.
As defined by the World Health Organization (WHO) "occupational health deals with all aspects of health and
safety in the workplace and has a strong focus on primary prevention of hazards." Health has been defined as "a
state of complete physical, mental and social well-being and not merely the absence of disease or infirmity.
Occupational health is a multidisciplinary field of healthcare concerned with enabling an individual to undertake
their occupation, in the way that causes least harm to their health. It contrasts, for example, with the promotion of
health and safety at work, which is concerned with preventing harm from any incidental hazards, arising in the
workplace.

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Since 1950, the International Labor Organization (ILO) and the World Health Organization (WHO) have shared a
common definition of occupational health. It was
Adopted by the Joint ILO/WHO Committee on Occupational Health at its first session in 1950 and revised at its
twelfth session in 1995. The definition reads: "The main focus in occupational health is on three different
objectives: (i) the maintenance and promotion of workers’ health and working capacity; (ii) the improvement of
working environment and work to become conducive to safety and health and (iii) development of work
organizations and working cultures in a direction which supports health and safety at work and in doing so also
promotes a positive social climate and smooth operation and may enhance productivity of the undertakings.
Joint ILO/WHO Committee on Occupational Health: those in the field of occupational health come from a wide
range of disciplines and professions including medicine,
Psychology, epidemiology, physiotherapy and rehabilitation, occupational, occupational medicine, human
factors and ergonomics, and many others. Professionals advise on a
broad range of occupational health matters. These include how to avoid particular pre-existing conditions causing
a problem in the occupation, correct posture for the work, frequency of rest breaks, preventative action that can be
undertaken, and so forth.
"Occupational health should aim at: the promotion and maintenance of the highest degree of physical, mental and
social well-being of workers in all occupations; the prevention amongst workers of departures from health caused
by their working conditions; the protection of workers in their employment from risks resulting from factors
adverse to health; the placing and maintenance of the worker in an occupational environment adapted to his
physiological and psychological capabilities; and, to summarize, the adaptation of work to man and of each man to
his job.
While top management has the ultimate responsibility for the safety and health program in an enterprise, authority
for ensuring safe operation should be delegated to all management levels. Supervisors are obviously the key
individuals in such a program because they are in constant contact
Management commitment and resources
With the employees. As safety officers, they act in a staff capacity to help administer safety policy, to provide
technical information, to help with training and to supply program material.
Total commitment on the part of management to making safety and health a priority is essential to a successful OHS
program in the workplace. It is only when management plays a positive role that workers view such program as a
worthwhile and sustainable exercise. The boardroom has the influence, power and resources to take initiatives and to
set the pattern for a safe and healthy working environment.
Management commitment to occupational safety and health may be demonstrated in various us ways, such as:
 Allocate sufficient resources (financial and human) for the proper functioning of the occupational
safety and health program;
 Establishing organizational structures to support managers and employees in their OSH duties;
 Designating a senior management representative to be responsible for overseeing the proper
functioning of OHS management.

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The process of organizing and running an OSH system requires substantial capital investment.
To manage safety and health efficiently, adequate financial resources must be allocated within business units as part of
overall running costs. The local management team must understand the Value that corporate leaders place on
providing a safe place of work for employees.
There should be incentives for managers to ensure that resources are deployed for all aspects of safety and health. The
challenge is to institutionalize safety and health within the planning process. Once the program is under way,
concerted efforts must be made to guarantee its sustainability
Workplace hazards
Although work provides many economic and other benefits, a wide array of workplace hazards also present risks to the
health and safety of people at work. These include "chemicals, biological agents, physical factors, adverse ergonomic
conditions, allergens, a complex network of safety risks," and a broad range of psychosocial risk factors
Physical hazards are a common source of injuries in many industries. They are perhaps unavoidable in certain
industries, such as construction and mining, but over time people have developed safety methods and
procedures to manage the risks of physical danger in the workplace. Employment of children may pose special
problems. Falls are a common cause of occupational injuries and fatalities, especially in construction,
extraction, transportation, healthcare, and building cleaning and maintenance
The transportation sector bears many risks for the health of commercial drivers, too, for example from vibration,
long periods of sitting, work stress and exhaustion. These problems Occur in Europe but in other parts of the
world the situation is even worse. More drivers die in accidents due to security defects in vehicles. Long waiting
times at borders cause that drivers are away from home and family much longer and even increase the risk of HIV
infections.
Confined spaces also present a work hazard. The National Institute of Occupational Safety and Health defines
"confined space" as having limited openings for entry and exit and unfavorable natural ventilation, and which is not
intended for continuous employee occupancy. Spaces of this kind can include storage tanks, ship compartments,
sewers, and pipelines. Confined spaces can pose a hazard not just to workers, but also to people who try to rescue
them.
Noise also presents a fairly common workplace hazard: occupational hearing loss is the most common
work-related injury in the United States, with 22 million workers exposed to hazardous noise levels at work
and an estimated $242 million spent annually on worker's compensation for hearing loss disability. Noise is
not the only source of occupational hearing loss; exposure to chemicals such as aromatic solvents and
metals including lead, arsenic, and mercury can also cause hearing loss.

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The Act
The Occupational Health and Safety Act 2004 (the Act) is the cornerstone of legislative and
administrative measures to improve occupational health and safety in Victoria. The Act sets out the key
principles, duties and rights in relation to occupational health and safety.
The Regulations
The Occupational Health and Safety Regulations 2007 are made under the Act. They specify the ways duties
imposed by the Act must be performed, or prescribe procedural or administrative matters to support the Act, such
as requiring licenses for specific activities, keeping records, or notifying certain matters.
Guidance
Effective OHS regulation requires that Work Safe provides clear, accessible advice and guidance about what
constitutes compliance with the Act and Regulations. This can be achieved through Compliance Codes, Work Safe
Positions and non-statutory guidance ("the OHS compliance framework"). For a detailed explanation of the OHS
compliance framework, see the Victorian Occupational Health and Safety Compliance Framework Handbook.
Policy
Not every term in the legislation is defined or explained in detail. Also, sometimes new circumstances arise
(like increases in non-standard forms of employment, such as casual, labour hire and contract work, or completely
new industries with new technologies which produce new hazards and risks) which could potentially impact on
the reach of the law, or its effective administration by Work Safe. Therefore, from time to time Work Safe
must make decisions about how it will interpret something that is referred to in legislation, or act on a particular
issue, to ensure clarity. In these circumstances, Work Safe will develop a policy. A policy is a statement of
what Work Safe understands something to mean, or what Work Safe will do in certain circumstances
Observing personnel protection
Overview of Protection
For every tool there is the right job, and for every job there is the right tool. Ensure that you are
familiar with the correct use of each tool and that the right tool is used for the current task.
This will reduce the chances of damage or injury. Skilled use of tools and software makes
the job less difficult and ensures that tasks are performed properly and safely. The Figure shows a
sample tool kit used to install, connect, remove, and repair PC components.
In addition to hardware tools, software tools are also available that help diagnose problems and
determine which computer device is not functioning correctly.
Identify Hardware Tools and Their Purpose
A tool kit should contain all the tools necessary to complete hardware repairs. Hardware tools are
grouped into the following four categories:
 ESD tools Hand tools

 Cleaning tools Diagnostic tools

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ESD tools
There are also devices that enable us to protect ESD. These devices include:
A. Anti- Anti-static wristband: these devices have a strap that you wrap around
your wrist or ankle on one end. The other end of the strap is attached
computer case to keep ground between the computer and you.
B. Anti-static mats: these are mats that you place on the work surface and on the
floor in front of work area. They make an excellent place to place your tools and
components when you work on a system.
Anti-static bags (pouches): they have special coating or filament that prevents ESD. They are used to store any sensitive
electronic device like cards, RAM, drives, etc when they are not installed in a computer.
Hand Tools
Most tools used in the computer assembly process are small hand tools. The list that
follows describes the small hand tools that you will most commonly use:
 Flat head screwdriver: Used to loosen or tighten slotted screws.

 Phillips head screwdriver: Used to tighten or loosen cross-head screws.
 Torx screwdriver: Used to tighten or loosen screws that have a star-like depression on
the top, a feature that is mainly found on laptops.

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 Hex driver: Sometimes called a nut driver, this tool is used to tighten nuts in the same way that a
screwdriver tightens screws.
 Needle-nose pliers: Used to hold small parts.
 Wire cutters: Used to strip and cut wires.
 Tweezers: Used to manipulate small parts.
 Part retriever: Used to retrieve parts from locations that are too small for your hand to fit in.
 Flashlight: Used to illuminate areas that you cannot see well.
Cleaning Tools
The appropriate cleaning tools are essential when maintaining or repairing computers. The list that follows
describes the cleaning tools that you will most commonly use:
 Soft sloth: Used to clean different computer components without scratching or leaving debris.
 Compressed air: Used to blow away dust and debris from different computer parts without
touching the components.
 Cable ties: Used to bundle cables neatly inside and outside of a computer.
Parts organizer: Used to hold screws, jumpers, fasteners, and other small parts to prevent them from
getting mixed together
Diagnostic Tools
To test hardware, you will use the following diagnostic tools:
 Digital multi meter: Used to test the integrity of circuits and the quality of electricity in
computer components.
 Loopback adapter: Used to test the basic functionality of computer ports.

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Identifying and checking safety equipment and tools

Introduction
Tools are designed to make a job easier and enable you to work more efficiently. If they are not properly
used and cared for, their advantages are lost to you. Regardless of the type of work to be done, you must
have, choose, and use the correct tools in order to do your work quickly, accurately, and safely. Without the
proper tools and the knowledge of how to use them, you waste time, reduce your efficiency, and may even
injure yours elf.
Tool Work Habits

"A place for everything and everything in its place "is just good common sense. You can't do an efficient repair
job if you have to stop and look around for each tool you need. The following rules will make your job easier and
safer.
1. Keep Each Equipment In Its Proper Storage Place.
The Equipment Control Program is based on the concept of a family of specialized toolboxes and
pouches configured for instant inventory before and after each maintenance action. The content and
configuration of each container is tailored to the task, work center, and equipment maintained. Work
center containers a reassigned to and maintained within a work center. Other boxes and specialized
tools are checked out from the tool control center (tool room).
2. Keep Your Equipment In Good Condition.
Protect them from rust, nicks, burrs, and breakage.
3. Keep Your Equipment Allowance Complete.

When you are issued a toolbox, each tool should be placed in it when not in use. When the toolbox
is not actually at the work site, it should be locked and stored in a designated area.
NOTE
An inventory list is kept in every toolbox to be checked before and after each job or maintenance action, to ensure that all
tools are available to do your work, and to ensure that they are accounted for
4. Use Each Equipment Only For The Job It Was Designed To Do.
Each particular type of tool has a specific purpose. If you use the wrong tool when performing
maintenance or repairs, you may cause damage to the equipment you're working on or damage the
tool itself. Remember, improper use of tools results in improper maintenance. Improper maintenance
results in damage to equipment and possible injury or death to you or others.
5. Safe Maintenance Practices.


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Always avoid placing tools on or above machinery or an electrical apparatus. Never leave tools un
attended where Computers or Electrical equipments are running.
6. Identify Safety Procedures to Protect Equipment from Damage and Data from Loss
Static electricity is the buildup of an electric charge resting on a surface. This buildup and sudden release of
energy, called electrostatic discharge (ESD), can be destructive to the electronics in a computer system.
ESD Protection Recommendations
ESD can cause permanent damage to electrical components. Follow these recommendations to help prevent
ESD damage:
 Keep all components in antistatic bags until you are ready to install them.
 Use grounded mats on workbenches and on the work area floor.
 Use antistatic wrist straps when working on computers.
 Avoid working on carpeted areas if possible.
 Climate also affects risks when working with computer equipment. Consider the following
 recommendations:
 If the environment temperature is too high, equipment can overheat.
 If the humidity level is too low, the chance of ESD increases.
 If the humidity level is too high, equipment can suffer from moisture
damage.
Preparing and using tools and equipment to implement 3S
Introduction
3S Principles are your reliable instruments to make a break-through in improving your work environment and staff
attending various types of jobs in your Project or Instituti on. This is not only a concept but also a set of actions
which have to be conducted systematically with the full participation of staff serving in the Project or Institution.
3S activities are practiced in a real participatory movement to improve the quality of both the work environment
and service contents delivered to your clients.
Cleaning staff and their work environment

Cleaning tools are important particularly for the group of cleaners. This category of the staffs is, sometimes,
treated in wrong way by other groups due to the nature of the job, which is often misunderstood to be unimportant
and disrespectful job. They should be given more attention by other staffs. Interventions, such as cleaning tool
renewal, tool storage space arrangement and provision of small office and better uniform for cleaning staffs will
be encouraging factors for perfection seeking in cleanliness.

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Total Equipment Management
Step 1: Initial Cleaning

Thoroughly remove debris and contaminants from the equipment and remove unused equipment parts.
 Eliminate causes of deterioration such as dirt and dust

 Discover and treat hidden defects – document all identified issues with the equipment
which cannot be immediately repaired.
 Paint the equipment so that future issues with the equipment can be quickly identified.
Step 2: Eliminate Contamination Sources and Inaccessible Areas

Eliminate the sources / causes of the dirt and debris and make it easier for ongoing cleaning and
lubrication.
Tools and Equipment to Implement 3s

In general, the most common tools and equipment to implement 3s are:
 Paint  Chip wood
 Hook  Sponge
 Sticker  Broom
 Signboard  Pencil
 Nails  Shadow board/Tools boar
 Shelves
The followings are also some tools and materials used to implement the third pillar of 5S- Shine
Sponges brooms
Brushes spades
vacuum cleaners waste baskets
dust bins gloves
dust masks detergents
containers oils
bolts screws
boots shoes Et

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.Using Kaizen board properly in accordance the procedure

Kaizen Board
This board is the main source of information regarding Kaizen and the actual status of improvement and activities
leading to further improvements. For every working group or team such a board has to be developed and kept up
to date. A team has to focus on how they can contribute to the company’s overall set of targets. As long as the
team is able to transform their ideas and small problems into solution, they should do this immediately without
aski ng for help from outside the team. This is real
KAIZEN!!! Only if a problem is too big, too much money needed or other departments or experts needed for
realizing a solution, the team has to transfer the idea/problem (a reason how a solution contributes to improvement
should be part) to the next higher hierarchy level.
As soon as every small unit or team is with such a Kaizen board, it’s easy for the whole management to be
informed at any time, just be walking around and check the information given on the Kaizen boards. Make sure
that the reached improvement level will stay in future.
The information on the board is divided into four corners:
 The “Staff performance record corner” shows the actual staff performance as well as the
gaps and need of training.
 The “Improvement/success corner” shows the actual status of the three to five most important
improvement targets for this team. Additional you can put samples of success (picture of best
performer from this team, letter of thanks from the GM...)
The “Idea/problem corner” is the place where every team member is expected to place his
 ideas or small problems The “Solution corner” covers the solution actually developing by the team
● Fig. Kaizen Board
 Roles for using the board:

The staff performance is visible by three different colors red = newcomer; blue = average performer with space of
improvement; green = best performer able to do his process step independent without outside help)
The improvement graphs have to be updated on a weekly basis. AS soon as the result is below the target, the team
has to search for a reason why and find an idea or solution for improvement
Everybody from the team is invited to put his ideas on the board! After maximum one week time, the
idea/problem should be transferred into a solution! So the Idea paper has to go to the solution corner!
After another week, small solutions have to be put into reality! Bigger solutions/problems have to be sent to the

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next hierarchy level for realization

A key component of any organizational program, labeling is the easiest way to quickly and visually
identify proper placement of tools, materials, and equipment.
For example, drawers of tool chests can be labeled with their contents so employees can easily find what they
need. The floor can even be labeled indicating where trash cans, machinery, and other equipment should be
placed so these things always find their way back to where they belong.
This type of labeling makes it easy for even people unfamiliar with your system to locate items and
return them to the right places. It also helps with sustaining organizational processes because once
everything is properly labeled, it’s easier for employees to keep 5S in focus on a daily basis. If they
ever forget the location of something, the answer is right in front of them.
In addition, larger signs, banners, and posters can be used to convey messages of organization or
safety, including reminders of the 5S process. Large signs can be posted above storage areas, for
example, to facilitate clean-up at the end of shifts.
Use Slogan and Poster of 5S Activity
 They encourage all the participants.
Samples of slogan
Refresh yourself and workplaces by 5S activity.”
“Let's maintain current 5S activity and KAIZEN for tomorrow” “We

polish “Our Minds” as well as our factories”

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Fig. Sample of poster
LO2: Standardize 3S
This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics:
 Preparing and following plan
 Benefits of standardizing 3S
 Preparing and implementing tools and techniques to standardize 3S.

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 Relevant procedures for standardizing 3S activities.

 Following and reporting checklists
 Relevant personnel
 Keeping the workplace to the standard.
 Avoiding problems by standardizing activities.
This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to:
 Prepare and use plan to standardize 3S activities.
 Prepare and implement tools and techniques to standardize 3S based on relevant
procedures.
 Follow checklists for standardize activities and reported to relevant personnel.
 Keep the workplace to the specified standard.
 Avoid problems by standardizing activities.
Preparing and using plan
Introduction
Standardize becomes a role model for adhering to the standards of the first three S’s and encourage others to follow them.
Make rules and procedures to promote a good work environment until the first three S’s become everybody’s second nature.
By having standardized methods in place, we will be able to adapt more easily to changing conditions and be ready to take
on new, complex challenges in the future, Over time, the merits of the 5-S’s will become part of every aspect of our work.
This aspect of the 5S focuses on standardization, making the first three S’s, Sort, Set-in order, and Shine a
constant routine. The emphasis here is on visual management, an important aspect to attain and maintain
standardized conditions to enable the individuals always act quickly .
Why 5s?
 The 5S concept is easy for everyone to understand because:
 It does not require the understanding of difficult terminologies.
 It is simple, driven by logic and natural to human behavior.
 It is within the reach of all type and size of industry or organization.
What Is Not 5s?
 A housekeeping exercise
 A way to blame people for defects
 A way to force people to do their work
 A way to make people work harder and faster
 A monthly or yearly flavor e.g. Quality Month
Benefits of 5s Implementation
“We have not seen any approach to improvement that is simpler or more powerful that can be implemented at
lower cost”
The benefits are:

 Workplace becomes cleaner and better organized.
 Shop floor and office operation becomes safer.
 Visible results enhance the generation of more and better ideas.

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 Lead-time reduced
 Changeover time reduced by streamlining operations.
 Breakdowns and minor stops eliminated on production lines.
 Defects reduced by mistake proofing.
 Clear methods and standards are established.
 In-process inventory is reduced.
 Space usage is improved.
 Customer complaints are reduced.
Keys to 5s Success
In order for the 5S system to be successful, the most important factor is the commitment, participation and
involvement of everyone and strong visible support from top management. Generally, 5S activities should be
carried out systematically as follows:
 Visit 5S model companies for continual improvement.
 Train everyone adequately on 5S Practices.
 Promote 5S Campaign.
 Plan systematic approach following the Plan-Do-Check-Act (P-D-C-A) Cycle.
 Practice Performance Measurement and Reward System.
How to Initiate 5s Implementation
The 5S approach outlined in this guidebook is a simple and systematic methodology which can be
introduced and implemented in any size and type of organization. To start the 5S: Step-by-Step
Implementation, each phase must be thoroughly analyzed and addressed using the P-D-C-A Cycle and
5W1Happroach as follows:
PLAN
 Preparation:
 Provide training and education for everyone.
 Form 5S Council.
 Set-up 5S Zones.
 Determine 5S objectives, goals and implementation phases.
 Plan 5S action plan and 5S Launch.
DO
 Sort:
 Identify what is necessary
Set in Order:
 Define what and how to arrange.
Shine:
 Identify dirt sources.
 Identify root causes.
 Take action to eliminate dirt sources and root causes.
Standardize:
 Who is responsible?
 What actions to take to maintain the desired condition?
 When must those actions be taken?
 Where must they apply?

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 What procedures need to be followed?

Sustain:
 Everyone understands, obeys and practices the rules
 and procedures
 Continual efforts at sustaining the desired condition
CHECK
 Assessment:
 Conduct Internal 5S Audit.
 Benchmark within the department and with other organizations.
 Ensure the established 5S procedures are followed through
ACT
 Continual Improvement:
 Develop 5S practices into a HABIT.
 Compare actual goals with set goals.
 Reward and recognize efforts of staff.
Benefit of development of action plan
Developing a action plan with “5W1H” will be of benefit to;
 Define detailed actions to implement the countermeasures with “5W1H”
 Improve communication among section staff
 Unify the sense of purpose of the staff in implementation of KAIZEN
 Simplify a progress monitoring
“5W1H” Clarification Possible answers

Why we need to take this
Why?
countermeasure
Who is the responsible person of
Who?
the countermeasure
Timing or period (deadline) of the
When?
countermeasure
Place where the countermeasure
Where?
taken
What is objective of the
What?
countermeasure
How do you do for the
How?
countermeasure (action, verb)
Clarification of “5W1H”
Register 5S Certification.
 Participate in National 5S Competitions.
 Review Plan-Do-Check-Act Cycle.
 To ensure successful 5S Implementation, each phase must proceed accordingly as illustrated in
the roadmap to 5S implementation.
Benefits of standardizing 3S

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Relevant procedures for standardizing 3S activities

Standards for Sort
 Red Tag Rules
 When to Red Tag  How to Red Tag

 What’s go on the Red Tag
 Rules for the Red Tag Holding Area
 When to clear out  How to dispose of items
Standards for Set-in-order

 Which items
 Where
 How many
 Who replenishes
 Return all items What to do when items are missing
 Visual standards – signs, lines, labels and color coding

Standards for Shine
 Clean and Inspect (C&I)
 Show the task, person responsible, items needed, frequency, desired workplace
Where to keep cleaning supplies, how to replenish when finished and more
Benefits from Standardize
The basic purposes are to

1. Lead to workplace standardization
 prevent setbacks in the first three pillars
 Make implementing them a daily habit
 Ensure that all the three pillars are maintained in their fully implemented state.
2. Lead to work standardization
 Muda elimination
 Quality improvements

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 Cost improvements
 Delivery time improvements
 Process improvements
ወ/ሮ ስህን ቴክኒክና ሙያ ኮሌጅ OF/WSPC /263-01
W/RO SIHEEN TECHNICAL AND VOCATIONAL COLLEGE
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Preparing and implementing tools and techniques to

Standardize 3S.
Implementing Standardization
Standardization Integrates the benefits found through Sort, Set in Order, and Shine into the everyday
work activity
 Make it a way of life
 It should be easily noticed when items are not in their place
 Keep it “visual”
 All 5S activities should be scheduled at the frequency rate necessary to maintain a clean,
orderly, and safe work environment
How to Implement Standardize

The three steps to making Sort, Set in Order and Shine activities (the three pillars or 3S) a habit are:
Step 1: Decide who is responsible for which activities with regard to maintaining 3S conditions.
Step 2: To prevent backsliding, integrate 3S maintenance duties in to regular work activities.
Step 3: Check on how well 3S conditions are being maintained.
As you read this section, you will discuss some of the tools for implementing Standardize of the Sort,
Set in Order, and Shine activities. This is because in order to standardize we must use these same tools
in a more systematic way to make sure that the first three pillars are maintained.
Common Tools and Techniques to standardize 3S are:

 5S Job Cycle Charts  Standardization level checklist
 Visual 5S  5S checklist
 The Five Minute 5S
 The five Whys and one How approach(5W1H)
 Suspension
 Incorporation
 Use Elimination
Tools for assigning 3S responsibilities include:
 5S Maps
 5S schedules
5S job cycle charts, which list the 5S jobs to be done in each area, and set frequency cycle for each job (see the
figure below). In the example shown in the figure below, 5S duties are sorted out according to the first three
pillars and the scheduling cycle. In the figure, code letters are used for the various cycle periods: A is for
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'continuously," B for "daily (mornings)," C for "daily (evenings), " D for "weekly," E for "monthly" and F for
"occasionally." Each 5S job assignee can then use these charts as 5S Checklists. This particular example shows
clearly who is responsible for each job, which area, what to do, and when to do it
Figure: A 5S Job Cycle Chart
Visual 5S
The Visual 55 approach makes the level of five pillar conditions obvious at a glance. This is particularly helpful
in factories that handle a great variety and number of materials. The main point of Visual 5S is that anyone should
be able to distinguish between abnormal and normal conditions at a glance.
As a factory example, consider a drill-press process where Set in order has been applied so that the position and
amount of each finished work piece is clearly indicated. As an additional visual aid, the place where the last batch
item goes can be marked with a thick red line to indicate that it is time to stop and send the batch to the next
process.
Fig. Visual 5S board

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Five- Minute 5S
When using the Visual 5S approach, instant visibility can act as a trigger for taking immediate three pillar
action(Sort, Set in Order, and Shine activities) against the discovered abnormalities (i.e., overproduction,
disorder, and contamination). We must also deal with the question of how ski llfully and efficiently these actions
are carried out. Instead of following two hours for removing all of the cutting shavings from the floor, we can
set up a half-hour or a one-hour Shine procedure that accomplishes the same task. The term "Five-Minute 5S" is
a loose one-the actual time can be three minutes, six minutes, or whatever is appropriate. The point is to make
the five pillar work brief, efficient, and habitual. In figure below shows a signboard that was made as part of a
Five-Minute 5 campaign.
Checklist on 3S Maintenance Level
After we have assigned the three pillar jobs and have incorporated the three pillar maintenance into the everyday
work routine, we need to evaluate how well the three pillars are being maintained. For this, we can use a
Standardization-level Checklist as shown in the figure below.
To evaluate the effectiveness of the maintenance activities, the evaluator ranks the Sort, Set in order, and Shine
levels on a scale of 1 to 5. Such checklists can be made for specific workshop and/or production processes. One
example is shown in the Figure below. 5S Checklists like the one in the figure are used to check five pillar levels
in the factory as a whole. When a company implements 5S Month of intensive activities, 5S Checklists should be
used to make weekly evaluation of five pillar conditions.
The 5 Whys and 1How (5W1H) Approach
We begin by asking "why?" until we identify the underlying causes - for every answer we gel we must ask "why"
again. Usually we ask "why" at least five times to get to the root of the problem. When we do find the underlying
cause, we ask "how" we call fix it. Accordingly, this method is called the "5W1H' approach.
When we ask "why" setting in order is breakable, we find that one answer is because people make mistakes in
putting things back. At this point, we need to identify what types of items are not being returned correctly. Once
we identify this, the question is how to achieve unbreakable setting in order by making it impossible to return
them to the wrong place. If we can somehow eliminate the need to return items at all, we can achieve unbreakable
setting in order.
Three techniques for doing this are:
 Suspension  Use elimination.
 Incorporation
Suspension
In the Suspension technique, tools are literally suspended from above, just within reach of the user. Figure
above shows this method in practice. Here a weighted pulley device is used to suspend tools from an
overhead rack. When the operator finishes using the tool, he merely releases it and it automatically returns
to its proper storage place.
While this technique does not eliminate the need to return items to a specific place, it does effectively
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eliminate the need for people to return them. People may make mistakes in returning things, but
suspension devices do not. This technique achieves unbreakable setting in Order.
Incorporation
Incorporation means creating a flow of goods or operations in a factory process in which (1) jigs, tools, and
measuring instruments are smoothly integrated into the process and (2) such devices are stored where they are
used and therefore do not have to be returned after use. The figure below shows an example where a measuring
gate has been incorporated into a cutting process for an automobile part. The measuring gate catches any pieces
that have not been machined to the correct height. This measuring procedure is an example of "mistake -
proofing’' (or poka-yoke). The incorporation of the measuring gate into the cutting process means that its storage
place is also its place of use. It is therefore used (for full-lot inspection) without having to be put back anywhere.
Use Elimination
Suspending or incorporating jigs, tools, or measuring instruments effectively eliminates the need to return
them after each use. However, these items are still being used. The question is whether there is some way
to serve the function of the tool without using the jig, tool or measuring instrument. A set in order
approach that eliminates the use of a particular jig, tool or measuring instrument is in fact unbreakable
setting in order.
There are three techniques for eliminating the use of certain tools:
 Tool unification
 Tool substitution
 Method substitution
Tool unification
Tool unification means combining the functions of two or more tools into a si ngle tool. It is an approach that
usually reaches back to the design stage. For example, we can reduce the variety of die designs to unify dies or
make all fasteners that require a screw-driver conform to the same kind of screw-driver, flat-tip or Phillips.
Tool substitution
Tool substitution means using something other than a tool to serve the tool's function, thereby eliminating the tool. For
example, it is sometimes possible to replace wrench-turned bolt with hand-turned butterfly-grip bolts, thereby eliminating
the need for a wrench.
Method substitution
If we substitute ordinary wrench-turned bolts with hand-turned butterfly-grip bolts, we have eliminated the wrench, but
we have not eliminated the method (bolt fastening).Bolt fastening is just one way to fasten things. Fastening pins, clamps
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and cylinders can also be used for this purpose. We may find we can improve efficiency even more by replacing one
method with another. This is "method substitution
Following and reporting checklists
Introduction
The continued employment of the 3S will ensure a high standard of workplace organization. Once the 3S are in
place, the next step is to concentrate on standardizing best practices. The plan must include the creation of
procedures and simple daily checklists which are to be visibly displayed at every workplace. The checklists must
serve as visual signpost to ensure that the daily3S requirements are carried out habitually as best practices in the
work area. Examples of checklists are:
 Job responsibilities that include:
 Who is responsible? (ownership)
 What actions must be taken to maintain the desired condition?
 When must those actions be taken?
 Where must they apply?
 What procedures will be followed to ensure compliance?
 Work-in-progress / inventory rules.
 Cleaning procedures.
 Maintenance schedules.
 Regular work activities integrated with 3S duties.

 5S Checklists should be used to make weekly evaluation of five pillar conditions
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Fig. Standardization-level Checklist
 5S Implementation Schedule:
(Target Area Example)
Notes: 1. Each S may take several months to implement but perfecting the process never ends
2. The 5S system will expand into other areas after the initial area is completed
Reporting Relevant personnel
Introduction
To enhance total participation at all levels of employees and develop a continuous improvement culture and best
performance spirit in the teams, the formation of 5s council is very important.5S implementation responsibilities are to be
distributed throughout the organization. Every member must know their own 5S responsibilities and perform accordingly.
Role and Responsibilities of Relevant Personnel:
5S Chairman:
 Communicates with everyone involved.
 Ensures total organization participation.

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 Supports 5S implementation activities.
 Establishes accountability for assigned responsibilities.
5S Coordinator:
 Communicates with everyone involved.
 Facilitate work group implementation  Motivate and monitor implementation

activities. activities.
 Ensure total organization participation.  Act as a resource for information.
5S Facilitators:
 Support 5S implementation.  Ensure employee implementation plan.
 Communicate with everyone involved.  Monitor measurement systems.
 Motivate work groups.
5S Leaders:
 Participate in work group implementation  Communicate with everyone involved.
process.
 Monitor progress of group activities.
Employees’ responsibilities:
Participate in group activities with full commitment
Keeping the workplace to the standard.
Standardized cleanup
Standardize is the fourth step of the 5S method. It means "standardized cleanup". It derives from the one-time
Shine step which made the factory "shiny clean" and set the standard for cleanliness. Standardize makes it
possible and feasible to live up to that standard.
Standardize enables and ensures compliance to the new standards of cleanliness. The benefits include:
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 Maintaining the higher morale gained during Shine
 Pride in the workplace
 Relapsing into dirty or messy conditions means that the Shine effort was wasted
 Minimal investment in time: the goal is 5 minutes per worker per shift
 No big clean-up before a visit from customers or executives
 Less downtime for equipment
How to Standardize Cleanup

The previous article introduced Standardize. This article will discuss "how to" standardize cleanup processes to
maintain the Shine standard of cleanliness.
From the shine step, we have the following information about the cleanup process, or we have begun to list
questions that require investigation:
 Tasks required in each work area
 Clean surfaces
 Disassemble, clean, and visually inspect machinery
 How to clean and where to store the cleaning tools (and consumables, such as
detergents)
 Tools required for each task
 Sequence of tasks
 Time required for each task
 How often should this task be performed?
 Daily, weekly or less frequently?
 Where does the dirt come from?
 Can the source be eliminated or re-directed?
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Daily Cleaning Tasks
Each worker should have a set of daily cleanup tasks. These tasks may include:
 Wipe or clean tools before storing them in their appropriate racks
 Clean and inspect the machinery used during that shift
 Clean one's own workbench
 Dust or wipe down work surfaces
 Store workbench items properly – put the lids back on jars, for example
 Sweep a designated area of the floor
 Turn off or unplug power tools as required
 Visually check that everything is in place
This set of actions should not add more than about five minutes to each worker's set of routine daily tasks. One
key is that this becomes the routine. For management to enforce the standards, the standards need to be
documented. Since managers actively helped in the one-step Shine process, the photographs of the tidy workplace
should be sufficient.
Weekly Cleaning Tasks

It takes a bit more planning and organizing to ensure that weekly tasks are fully completed. Develop a binder for
each work area, with clear instructions explaining these duties. Use a checklist to log who did each cleanup task.
Follow up with a visual inspection of the task area, and by checking that the checklist has been signed.
Several successful repetitions are needed to make a change into a standardized habit. Daily and weekly tasks
quickly become routine. Because of the time which elapses between the infrequent cleanup tasks, it will take
longer to make them habitual and repeatable. Therefore it is vital to develop a system that works for your
organization. Management should make these infrequent cleaning tasks into deliverables and inspect the results
until satisfied that the change is habitual. You don't want to open a cabinet or move a machine and find a built -
up mess that should have been addressed regularly.
The Benefits of "Standardized Cleanup"

 Brief (about five minutes!) daily cleanup should:
 Maintain cleanliness, and therefore avoid periodic large-scale cleanup projects
 Support the sort and set in order initiatives: regular cleaning ensures that only useful
objects are kept, and tools are stored in their proper places
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 Maintains the morale boost from the one-time shiny-clean step: the effort was not wasted;
management really is committed; and everyone continues to work toward this common goal
 Provides a daily visual inspection of equipment and facilities, so preventative
 maintenance can be performed at the earliest possible time
 Makes it easier to note that tools and materials are stored properly at the end of each shift
 Reinforces the culture of tidiness, so workers are less likely to leave a mess
that they will just have to clean up later
 The less frequent cleanups – weekly or even less often – also have benefits:
 Reinforces the good first impression of cleanliness and tidiness, because the less-used
or less-visited areas are also well-maintained; there is no contrast between a showcase
work station and a messy storage closet
 Inspections reinforce the knowledge that management is committed to keeping the

factory clean, tidy and organized
 These also provide visual inspection of machinery
 The cleaner environment:
 Reduces environmental health hazards – dust or pools of toxic liquids – for workers
 Reduces the chances of slips and falls, by cleaning spilled liquids
 Reduces wear on machinery, by cleaning the equipment and by reducing airborne grit
that can get into moving parts
Avoiding problems by standardizing activities.

Introduction
5S is the perfect tool to identify the first improvement projects in your company to eliminate waste. Although
sometimes viewed as a housekeeping technique, it is actually an innovative management system that helps people
think lean, paving the way for the adoption of Lean principles in the organization. Understanding the 5S
methodology is one of the foundations of Six Sigma principles, and can be extremely beneficial for organizations
of all kinds.
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The fourth phase, standardize, focuses on maintaining the clean and safe working environment. Prior to this
phase, all sorting and cleaning has been performed. This phase is there to set simple, visible guidance, how the
area should be kept on daily basis. Different organizations have different ways to measure the maintenance of 5S.
One of the most popular tools for standardizing is a 5S audit. These audits are kept after different time periods,
for example once a month. The audit has set standards that are evaluated during the audits. Afterwards the results
of the audit will be posted for everyone to see. This also helps to point out some problem areas and take actions to
these.
Standardizing activities
Standardization will lead equalization of activities. Standardization is useful for;
 Easy implementation of S1 to S3 activities
 Equalization process output
 Everyone’s participation
Standardization itself:
 Reduces training time: similar situations are documented in similar ways; basic tasks are performed in
each work group; and experience co -workers can explain things to newcomers
 Reduces or eliminates confusion – each worker knows the tasks and responsibilities
 Improves morale by reducing the friction between workers with different personal tolerances for
neatness, or different ways of storing tools
 Contributes to consistent quality and productivity
Here are some of the problems that result when we do not
implement Standardization well:
 Conditions go back to their previous and undesirable levels even after a companywide 5S implementation
campaign.
 At the end of the day, piles of unneeded items are left from the day's production and lie scattered around the
production equipment.
 Tool storage sites become disorganized and must be put back in order at the end of the day.
 Cutting shavings constantly fall on the floor and must be swept up.
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 Even after implementing Sort and Set in order, it does not take long for office workers to start accumulating
more stationery supplies than they need.
These problems and others reveal backsliding in gains made from implementing Sort, Set in Order,
and Shine Activities. The basic purpose of the Standardize pillar is to prevent setbacks in the first
three pillars, to make implementing them a daily habit, and to make sure that all three pillars are
maintained in their fully implemented state.
Sort activity
Red Tagging Procedure

1. Sort Necessary and unnecessary items
2. Decide Red tag Holding Areas
3. Attach red tag to unnecessary items
4. Taking unnecessary things to “Red tag Holding Areas“
5. Decision Making
6. Listing all unnecessary things in the Unused Article List
7. Listing all necessary things in the Shop Stock List
Procedure For Set-In-Order Activity
Procedure For Shine
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LO3: Sustain 3S
Preparing and following plan
Introduction
Sustain means making a habit of properly maintaining correct procedures. Maintain and practice the first four S’s.
Be thorough in straightening up, putting things in order and cleaning.
Planning Stage
Steps for planning
1. 5S organization structure
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off :- The declaration of 5S activity
 5S Organizational Structure
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Fig. Organizational Structure
 5S Promotion office duties
 Prepare over all 5S implementation plan at company level.
 Follow up standardize 5S activities at the company.
 Perform any other 5S related activities.
 Organize Training
 Recognition of current condition
 by using 5S Checklist and
 Photography (Next page)
 Decide Activity range
 Planning stage: includes promotion, time frame and overall 5S activities plan.
 Goal setting
 Budgeting
It is necessary to prepare a budget for 5S activity because it costs money.
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 Kick-off: - is the declaration of 5S activity.
Discussing, preparing and implementing tools and
techniques to sustain 3S
Some techniques to sustain

 5S Slogan  awarding systems
 5S poster  Big cleaning day
 5S newsletter and kaizen board
 5S audit
 5S month
Steps in preparing and implementing

Step 1 - Maintain 5-S awareness
 We need to be continually motivated to improve the company and promote the 5 -S program.
 Distribute a 5-S newsletter, 5-S posters, 5-S awards, 5-S motto, 5-S Day — always continuing to
inspire fresh, new enthusiasm
 Develop a trigger for implementing Improvement activities

Create opportunities to improve the 5-S
 Group tools to use are:
 5-S observation tours
 Continuing Kaizen workshops
 Team and Management Audits using Workplace Organization Tool
 Team and Management Audits using Cleaning and Lubrication Standards and Visual
Work Instructions
Step 3 - Create motivation for 5-S
 Motivation at the workshop level
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 To what level has our company progressed in the 5-S program? What is our goal?
 Promote the idea of how much more the 5-S level of the company as a whole needs to
improve to pass our competitors
Take video/pictures of our area every 6 months and compare to see improvements.
Inspecting workplace.
Inspection and Maintenance
Cleaning is not the only facet of Shine. The daily Shine ritual should also include inspection and routine
maintenance. As your employees are doing their daily cleaning routine, they should be inspecting tools and
machinery for damage as well. Include this in the daily checklist to make sure it gets done.
Periodic routine maintenance should also be done at this time. Some examples are checking the oil level in
machinery, tightening up belts, hoses, nuts, and bolts, or checking if tools need sharpening.
The goal for Shine is to keep everything in great working order so it lasts as long as possible and doesn’t
break down. Clean and properly maintained tools and machines also increase safety in the workplace.
Fewer injuries and less downtime equate to higher morale and higher productivity.
What if an employee sees a pool of oil that wasn’t there before or notices a safety hazard? If it’s a quick fix, put a
maintenance tag on it and notify your supervisor. If something needs further evaluation, there should be a
maintenance log you can fill out that will ensure further action. And don’t forget your computers and other office
equipment! They need to be defragmented (PCs) and air-dusted periodically to keep them in good condition.
Cleaning check list should be systematically used in every work venue. This is not a bid burden to respective
work team member to give mark just after conducting routine cleaning work before and after the work. Once the
check list is applied, relevant supervision should be conducted. For sustaining the check list utilization, the format
should not be too complicated. Also, the guidance should be done by the middle class managers under no blame
policy but under encouraging atmosphere.
Sustaining the gains
a. Top management Patrol Must
 Check Up the activities Comprehensively
 Give emphasis on sustaining of the activity

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 consider committees feedback
b. 5S Committee members and Promotion office Patrol Must
 Evaluate “5S Check List”
 Tack picture of 5S problems
c. Mutual patrol
 Check mutually among 5S groups
d. Self patrol
 5S leader and members check the results of activity by themselves.

e. Checklist patrol
 Point out the problems by themselves at site as well as evaluate the results and encourage
members to urge KAIZEN.
f. Camera patrol
Visibly highlight the problems and progress of the activity using photographs.
Cleaning up workplace.
Introduction
Developed in Japan, 5S is a system of organizing workplace for efficiency, effectiveness and safety. 5s is
important because the implementation is about empowering employees to control their work area and
create an environment where they want to work every day. It is a program that only works with grass roots
level engagement. With commitment to safety, we are equally committed to 5S to ensure a safe place to
work. It enabled us to indicate where waste was occurring and thus improve the work area sustainably.
We recognized real problems, found solutions and ultimately we were successful in our endeavors.
Determining shine methods

 Choosing targets and tools:- define what will be cleaned in each area and what supplies and
equipment will be used
 Perform the five minute shine:- cleaning should be practiced daily and should not require a lot time
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 Creating standards for shine procedure:- people’s needs to know what kinds of procedure to follow in
order to use their time efficiently; Otherwise, they are likely to spend most of their time getting ready
to clean
Sustaining cleaning activity (Sample applied on a given area)
Type of cleaning Time Frequency (timing)
Minor operation before/after

Daily cleaning 5 – 10 min.
working hour at each shop
Weekly cleaning 15 – 30 min. Weekend
Monthly cleaning 30 – 60 min. End of month
Big cleaning days 2 – 4 hrs. Before national holidays
In case of necessity for assistance

Location which is not easy to clean 1 – 2 days
request to other division
Identifying situations and taking actions.

Problems Avoided by Implementing Sustain
Here are some of the things that happen in a company when Commitment to the five pillars is not
sustained.
1. Unneeded items begin piling up as soon as sorting is completed
2. No matter how well Set in Order is planned and implemented, tools and jigs do not get
returned to their designated place after use.
3. No matter how dirty equipment becomes, little or nothing is done to clean it.
4. Terms are left protruding into walkways, causing people to trip and get injured.
5. Dirty machines start to malfunction and produce defective goods.
6. Dark, dirty, disorganized workplaces lower workers' morale.
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These 5S related problems and others are likely to occur in any factory or office that lacks a commitment to
sustain the five pillar gains over time.
Creating Conditions to Sustain Your Plans

The implementation of the sustain pillar is different from that of the sort, set in order, shine, or standardize pillars
in that the results are not visible and cannot be measured. Commitment to it exists in people's hearts and minds
and only that have shows its presence. Because of this it cannot exactly be “implemented” like a technique,
However, we can create conditions that encourage the implementation of the sustain pillar.
For instance, going back to our exercise program example, how could you create conditions in your own life that
would encourage sustaining your plan to work out at a gym three time a week? You might:
 Join a gym with a friend so you can work out together and encourage each other (see Figure above).
 Create a workout schedule with your friend.
 Make a plan with your spouse to eat dinner later three nights a we so you can go to the gym
after work.
 Get extra sleep on the nights before you work out, so that you will not be too tired by the end of the
day to follow through with your exercise plan.
These conditions would make it easier for you to sustain your schedule for exercising at the gym three
times a week.
Similarly, you and your company can create conditions or structure that will help sustain to the five
pillars. The types of conditions that are most useful for this are:
 Awareness. You and your coworkers need to understand what the five pillars are and how
important it is to sustain them.
 Time. You need to have or make enough time in your work schedule to perform 5S
implementation.
 Structure. You need to have a structure for how and when 5S activities will be implemented.
 Support. You need to ha e support for your efforts from management in terms of
Acknowledgement, leadership, and resource
 Rewards and Recognition. Your efforts need to be rewarded.
 Satisfaction and Excitement. The implementation of the five pillars needs to be fun and satisfying for
you and the company. This excitement and satisfaction gets communicated from person to person,
allowing 5S implementation to build as it involves more people.
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Recommending Improvements compliance with the workplace

5S Workplace Organization
5S is one of the most widely adopted techniques from the lean manufacturing toolbox. Along with Standard Work
and Total Productive Maintenance, 5S is considered a “foundational” lean concept, as it establishes the
operational stability required for making and sustaining continuous improvements.
The primary objective of 5S is to create a clean, orderly environment- an environment where there is a place for
everything and everything is in its place. Beyond this, many companies begin their lean transformation with
5Sbecause it exposes some of the most visible examples of waste it also helps establish the framework and
discipline required to successfully pursue other continuous improvement initiatives.
5S Implementation in the Office
As a company holistic approach, 5s implementation in the office activities must fully support shop-floor
manufacturing operations to eliminate waste as a means to improve productivity. When developing a culture of
continuous improvement, 5S improvement steps mirrors our attitudes and behavioral patterns during the
transformation process. Although not manufacturing, you can consider the office as a paperwork factory. Like
manufacturing, adopting the 5S principles throughout the office and administrative functions increases efficiency.
The 5S management philosophy eliminates waste and improves office organization and standardization. 5S serves
as the foundation for continuous improvement activities and provides the base for applying other Lean
methodologies. It also supports the cornerstones of employee engagement. Although 5S concepts are simple and
easy to understand, many organizations fail in the implementation process. Companies mistake 5S as a spring
cleaning program. However, 5S, when applied correctly, continuously improves workplace organization and
improves productivity.
The Three Different Types of Workplace

A. 3rd class workplace:
 Have people who make a mess and no one cleans up.
A. 2nd class workplace:
 Have people who make a mess and another group of people cleans up.
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A. 1st class workplace:
 Have people who don’t make a mess and yet everyone cleans up.
How mess occurs at workplace?
5S Workplaces
Key components of the 5S philosophy are safety and good housekeeping practices. Safety is an integral part of the
sort, set in order and shine segment of any 5S project. Standardize and sustain refers to methods used to ensure
that safety and good housekeeping is maintained. Check sheets can be used to build good habits in these areas and
to ensure good housekeeping is maintained in all areas. Implementing the 5S method means cleaning up and
organizing the workplace in its existing configuration. It typically is the first lean method that organizations
implement. This lean method encourages workers to improve their working conditions (including safety and
ergonomics) and helps them to learn to reduce waste, eliminate unplanned downtime and conduct in-process
inventory.
The 5S methodology typically is implemented using a three-step process, which includes establishing a cross-
functional team (including employees who work in the associated areas), touring all areas associated with the
manufacturing processes under review and brainstorming ways to improve organization to reduce waste. For
example, factories usually have a great deal of waste associated with searching for items. It is not unusual for a 3
-hour changeover routine to include 30 minutes of searching. When attempting to reduce changeover time
radically (for example, going from 3 hours to 10 minutes), there clearly is no room for 30 minutes of searching
waste.
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For example, team members might observe workers walking long distances to obtain needed parts, or spending
time reaching into bins on shelves to find parts. Or they may identify hardware, like nuts, bolts and screws that
are used in a certain area, but stored in a central storage facility far away from the point of use.
Audits can be conducted to review 5S progress in particular processes from level 1 (initial effort) to level 5
(habit). In the “Shine” category, for example, the goal is to have a system in which work area housekeeping is a
routine way of life and corrective action measures are in place to address cleanliness issues.
Safety also plays an important role in the 5S audit process. Standard works heats are developed for each
process to help make a factory more visual, highlighting safety precautions for each cell, in addition to
showing where all work in process should be located.
A clean, well-organized and safe work environment is, of course, an efficient and productive work environment.
A less obvious, but still important, aspect of lean is that it gets the employees involved throughout the process,
engaging and challenging best practices, encouraging the employees to have a real sense of involvement and to
work hard to maintain all the effort the team has invested.
Following and reporting checklists to personnel
Sustainability activities
Example of “Sustain” activities
 Regular progress reporting
 Refresher training
 Periodical evaluation of 5S activities with proper advices for continuation and further
improvements
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 Appreciation, recognition and awarding on good 5S activities
 Reminder using 5S corner, new letters, good practice sheet etc.
5s Checklist for Manufacturing

In a manufacturing environment, generating the 5S in practice can bring in results that could considerably raise
the environmental performance in line with the improved housekeeping and health & safety. Generating the 5S
checklist for manufacturing prior to auditing comes in different forms. There are a total of 25 evaluation criteria
covering the 5S principles. Such criteria requires to perform work up-to-date and length of time the inventory,
materials in queue in the area covering the principles of sorting, straighten, shine, standardize and sustain are
classified under the items found in the manufacturing environment like furniture
bench/table, desk, chairs, cabinets, etc.), machinery, equipment, tools, storage areas, uncluttered with no
unnecessary items, documents and boards. Because the 5S Methodology relies on organized, standard
practices and processes to improve and sustain quality in production, the 5S checklist for manufacturing
divides each of the housekeeping stages that are graded from zero to four, with zero being unacceptable
and four meaning outstanding or perfect.
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Example of 5s Checklist for Manufacturing

Below is an example on how to generate a 5S checklist for manufacturing. First column lists action items. Column
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headings include the five housekeeping items of 5S, sort, straighten, shine, standardize, and sustain. For each
action item, the auditor who analyses the process can grade each item to determine a score. In this 5S checklist for
manufacturing, a perfect score would be 100 (25 questions x 4 points) if all action items were given the highest mark
of a four.
Each criterion is evaluated against a five-point scale:
 points = No deviations
 points = 1-2 deviations
 points = 3-4 deviations
 1 point = 5-6 deviations
 0 point = >6 deviations
The possible score is organized into five scoring bands:
 81-100: Excellent
 61-80: Good
 41-60: Fair
 21-40: Poor
 1-20: Very Poor

This 5S audit worksheet can be applied generally to all manufacturing departments. You may change the audit criteria to
suit your specific environment. With the 5S checklist for manufacturing, you can instantly view your monthly 5S audit
results visually with a Radar Chart and a Monthly Trend Chart. A substandard 5S process would show a much lower score.
However, because the 5S audit check quickly identifies the areas that need improvement, the 5S auditor can pass on the
information to the 5S leader, usually top management.
Upon receipt of the 5S audit check sheet, the leaders of the process are then able to determine if additional steps, tools or
methods are needed to sustain the production process.
Conclusion
Generating 5S practice in theory involves straightforward steps which lead to continuous improvements. 5S is a Lean
technique that involves activities designed to create and maintain a disciplined workplace. It helps create a better working
environment and can be implemented to eliminate waste and improve operational processes. The performance of 5S in a
workplace could be evaluated using a 5S Checklist, which is a tool that will help ensuring that 5S standards and workplace
organization are being met. It enables the observer to better address compliance gaps and provides an opportunity for
continuous improvement.
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Sustain 3s Audit
Avoiding Problems By sustaining Activities

Sustaining Activity
Support activity that may not directly contribute to customer value, product quality or revenue generation, but is
necessary for an organization continuity.
Steps for planning sustain stage
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Steps for planning
1. Kaizen Team organizational structure.
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off
LO1 Self-Check -1
Answer all the questions listed below. Use the Answer : (5 pts each)
1. Which of the following is not included in the five steps of Japanese 5S?
A. Sort C. Set-in order
B. Standardize D. None
2. Which of the following is not included in the main benefits of implementing 5s?
A. Floor space utilization is improved
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B. Time for searching tools, materials and document is minimized
C. Errors are minimized leading to making defect-free products;
D. Consumables and material wastage are minimized;
E. None
3. A job specification describes the exact person that a company requires for a particular role.
(True/False)
4. Which of the following is Components of a Job Specification?
A. Experience B. Education
C. Required Skills, Knowledge and Characteristics D. All
5. Management commitment to occupational safety and health may not be demonstrated in:
A. Allocating sufficient resources B. Establishing organizational structures
B. Designating a senior management representative D.None
6. Occupational safety and health programs and policies must aim at both prevention and protection.
(True/False
7. Which of the following is not included in care of tools?

A. You can hammer with a wrench. B. NEVER leave tools scattered about
C.INVENTORY tools after use D. Clean tools after each use
8. Whenever you are required to handle rough, scaly, or splintery objects You use
A. Goggles B. Gloves C. Belt D Safety shoes
Self-Check –LO2
1. Which of the following is not 5S?
A. A housekeeping exercise B.A way to blame people for defects

B. A way to force people to do their work C.A way to make people work harder and faster D.All
2.In order for the 5S system to be successful, the most important factor is the commitment,
participation and involvement of EVERYONE. (True/False)
3. Which of the following is not benefits of 3S?
A. Muda elimination B. Quality improvements C. Cost improvements
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D. Delivery time improvements E. None
4. Ensure that all the three pillars are maintained in their fully implemented state.(True/False)
5. Which of the following is included in Red Tag Rules in preparing procedures for standardizing 3S
activities?
A. When to Red Tag B. How to Red Tag C. What’s go on the Red Tag D.All
6. . Which of the following are tools and techniques to standardize 3S?
5S Job Cycle Charts
A. Visual 5S B. The Five Minute 5S C. Standardization level checklist D.5S checklist

E.All
7. When using the Visual 5S approach, instant visibility can act as a trigger for taking immediate three pillar
action against the discovered abnormalities.(True/False)
8. 5S system will expand into other areas after the initial area is completed. (True/False)
9. Which of the following are the duties of 5S facilitators?

A. Support 5S implementation. C. Communicate with everyone involved.
B. Motivate work groups. D. Ensure employee implementation plan. E.All
Self-Check –LO3
Directions: Answer all the questions listed below.:(5 pts each)
1. Making a habit of properly maintaining correct procedures is the description for
A. Standardize B. Sustain C. Sort D. Set-in order
2. 5S preparation and planning does not need any source of budget.(True/False)
3. Which of the following is not a tool to sustain 3S?
A. 5S Slogan C. 5S poster D. awarding systems
B. Big cleaning day E. None
4. Distribute a 5-S newsletter, 5-S posters, 5-S awards, 5-S motto, 5-S Day — always continuing to inspire
fresh, new enthusiasm to Maintain 5-S awareness.(True/False)
5. Which of the following is true about top management Patrol?
A. Check Up the activities Comprehensively B. Give emphasis on sustaining of the activity
C. consider committees feedback D. All
6. The d a i l y Shine ritual should also include inspection and routine maintenance . (True/False)
7. When Commitment to the five pillars is not sustained:
A. Unneeded items begin piling up as
B. Tools and jigs do not get returned to their designated place after use.
C. No matter how dirty equipment becomes, little or nothing is done to clean it.
D. Terms are left protruding into walkways, causing people to trip and get injured.
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E. All
Given necessary templates, tools and materials you are required to perform the following
tasks within 8 hour.
Task 1- Briefly describe steps in planning the sustain stage and apply the steps in sustaining
the 3pillars (3S) in your actual work shop
ASSIGMNTE (1)
Answer all the question listed below .Use the answer sheet
1. What is the job?
2. What is the job requirement?
3. List the requirement of job.
4. What is work?
5. Describe work instruction by your own words.
6. Describe the difference between procedure and work instruction?
7. What is OHS represents for
8. What is WHS represents for.
9. What are the goals of OHS?
10. List some examples of OHS requirements in your work areas.
11. Describe 3S
12. What is red tagging?
13. List steps in red tagging?
14. Describe steps to set in order.
15. List steps to shine activities.
16. Describe shine targets.
17. Describe steps in cleaning/inspection.
18. List types of patrolling system.
19. Why awarding is necessary in sustain implementation?
20. What are the activities performed during preparation of audit and during audit
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ASSIGMNTE (2)
1. Define the fourth pillar of 5S? (2 point)
2. Describe the benefits from standardize.
3. What by mean standardize leads to work standardization?
4. List problems that avoided by implementing standardize activities
5. What are the three steps to making the 3S a habit?

6. What is the result of implementing 3S without standardization?
7. List at least five tools and techniques used to standardize the
8. What are the tools used to assign 3S responsibilities?
9. How the 5 whys and 1 how (5W1H) approach are used to sustain the 3S?
10. What is suspension in terms of sustaining of the 3S?
11. Define incorporation.
12. Describe Use Elimination in sustenance of the 3S.
13. What will result implementing 3S without standardization?

14 Define the fifth pillar of 5S?
15. List problems avoided by implementing sustain.

16. Why sustain is important?
17. Explain how to implement sustain?
18. What are the roles of you and your management in implementation of sustain?
19. Describe 5S audit
20. What are the 5S pocket manuals?
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Institution Name Document No.

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

Department: INFORMATION AND TELECOMMUNICATION

Course /Module Title: Standardizing and Sustaining 3S

Ac. Year: 2012 E.C

Nominal Duration: 30 Hours: Semester: I

Course / Module Code: EIS ITS2 12 0615 Program: (Reg/Ext) :

Name of the Trainer.

Course / Module Description

At eh end of the course / Module, the trainee will able to:

I. Prepare for work

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

LO1: Prepare for work

The five steps of Japanese 5S are:

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

Reading and interpreting Job specifications.

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

A job specifications not identical to a job description.

Components of a Job Specification

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

 Education: The training, degrees or certifications required for the position.

 Describe what task to be done or work roles in a certain occupation

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

Questions that need to be answered in a procedure include:

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

 ESD tools Hand tools

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

 Flat head screwdriver: Used to loosen or tighten slotted screws.

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

Identifying and checking safety equipment and tools

Tool Work Habits

3. Keep Your Equipment Allowance Complete.

5. Safe Maintenance Practices.

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

ESD Protection Recommendations

Cleaning staff and their work environment

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

Total Equipment Management

Step 1: Initial Cleaning

 Eliminate causes of deterioration such as dirt and dust

Step 2: Eliminate Contamination Sources and Inaccessible Areas

Tools and Equipment to Implement 3s

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

.Using Kaizen board properly in accordance the procedure

● Fig. Kaizen Board

 Roles for using the board:

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

next hierarchy level for realization

Use Slogan and Poster of 5S Activity

 They encourage all the participants.

Refresh yourself and workplaces by 5S activity.”

“Let's maintain current 5S activity and KAIZEN for tomorrow” “We

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

Fig. Sample of poster

ወ/ሮ ስህን ፖሊቴክኒክ ኮሌጅ OF/WSPC /263-01

 Relevant procedures for standardizing 3S activities.