Workforce Focus need, provide training or other means

to ensure competency, evaluate the

“We’ve got nothing, technology-wise, that effectiveness of training or other
anyone else can’t have. There’s no secret actions taken, ensure that employees
Toyota Quality Machine out there. The are aware of how their work
quality machine is the workforce -- the contributes to quality objectives, and
team members on the paint line, the maintain appropriate records of
suppliers, the engineers -- everybody who education, training, and experience.
has a hand in production here takes the  The standards address the work
attitude that we’re making world-class environment from the standpoint of
vehicles.” -Toyota Georgetown providing buildings, workspace,
utilities, equipment, and supporting
services needed to achieve conformity
Workforce to product requirements, as well as
determining and managing the work
 Refers to everyone who is actively environment, including safety,
involved in accomplishing the work of ergonomics, and environmental
an organization. factors.
 This encompasses paid employees as
well as volunteers and contract
employees, and includes team leaders,
supervisors, and managers at all
levels. Key Workforce-
Focused Practices for
 Many companies refer to their
Performance
employees as “associates” or
Excellence
“partners” to signify the importance
that people have in driving business
performance.  Understand the key factors that drive
workforce engagement, satisfaction,
and motivation.
Workforce Focus in  Design and manage work and jobs to
ISO 9000:2000 promote effective communication,
cooperation, skill sharing,
 Personnel performing work affecting empowerment, innovation, and the
product quality shall be competent on ability to benefit from diverse ideas
the basis of appropriate education, and thinking of employees and
training, skills, and experience. develop an organizational culture
 Organizations should determine the conducive to high performance and
level of competence that employees motivation.
 Make appropriate investments in  He focused on work methods design,
development and learning, both for the establishment of standards for
the workforce and the organization’s daily work, selection and training of
leaders. workers, and piecework incentives
 Create an environment that ensures  He separated planning from
and improves workplace health, execution.
safety, and security, and supports the
workforce via policies, services, and
benefits.
 Develop a performance management
system based on compensation,
Taylor system and
recognition, reward, and incentives
scientific
that supports high performance work
management
and workforce engagement.
 Assess workforce engagement and
satisfaction and use results for  Improved productivity
improvement.  Changed manufacturing work into
 Assess workforce capability and series of mundane and mindless tasks
capacity needs and use the results to  Contributed to the development of
capitalize on core competencies, labor unions and established an
address strategic challenges, recruit adversarial relationship between
and retain skilled and competent labor and management that has yet to
people, and accomplish the work of be completely overcome.
the organization.  Failed to exploit the knowledge and
 Manage career progression for the creativity of the workforce.
entire workforce and succession
planning for management and Workforce management (which has also
leadership positions. been widely known as human resource
management or HRM) is the function
performed in organizations that facilitates
Evolution of the most effective use of people
Workforce (employees) to achieve organizational
Management and individual goals.

Frederick W. Taylor
Workforce
 Promulgated the departure from the
Management
craftsmanship concept.
Activities
 He concluded that a company should
be managed on a scientific basis.
 determining the organization’s ever-higher levels of overall
workforce needs; organizational and human performance.
 assisting in the design of work
systems; CHARACTERIZED BY:
 recruiting, selecting, training and  Flexibility
developing, counseling, motivating,  Innovation
and rewarding employees;  Knowledge and skill sharing
 acting as a liaison with unions and  alignment with organizational
government organizations; and directions, customer focus, and
 handling other matters of employee rapid response to changing
well-being. business needs and marketplace
requirements

Strategic Human
Resource “Conditions of
Management Collaboration” in a
High Performance
 Is concerned with the contributions Work Culture
HR strategies make to organizational
effectiveness, and how these Respect – means believing in the
contributions are accomplished. inherent worth of another person. It is
 It involves designing and also taking into consideration the views
implementing a set of internally and desires of other.
consistent policies and practices to
ensure that an organization’s human Values – are the guiding principles and
capital (employees’ collective behaviors that embody how an
knowledge, skills, and abilities) organization and its people are expected
contributes to overall business to operate.
objectives.
Purpose – is the fundamental reason an
organization exists. Having a shared
High Performance purpose promotes collaboration because
Work Culture it minimizes the focus on individual
desires and elevates the focus to a greater
Performance - the extent to which an good.
individual contributes to achieving the
goals and objectives of an organization. Communication – cited as one of the
High-performance work - work most important factors related to
approaches used to systematically pursue employee motivation. Communication
that flows freely in all directions  Helps people understand quality
promotes collaboration. principles and instills these principles
into the corporate culture
Trust – that management trusts the  Allows employees to solve problems
workforce and vice-versa – is vital. at the source immediately
 Improves quality and productivity

Workforce
Engagement Employee Involvement
(EI)
 Refers to the extent of workforce
commitment, both emotional and Any activity by which employees
intellectual, to accomplishing the participate in work-related decisions and
work, mission, and vision of the improvement activities, with the
organization. objectives of tapping the creative energies
 Engaged workers find personal of all employees and improving their
meaning and motivation in their work, motivation.
have a strong emotional bond to their
organization, are actively involved in EI approaches can range from simple
and committed to their work, feel that sharing of information or providing input
their jobs are important, know that on work-related issues and making
their opinions and ideas have value, suggestions to self-directed
and often go beyond their immediate responsibilities such as setting goals,
job responsibilities for the good of the making business decisions, and solving
organization. problems often in cross-functional teams.

One of the easiest way to involve

Advantages of
employees on an individual basis is the
Workforce
suggestion system.
Engagement

 Replaces the adversarial mentality

with trust and cooperation
 Develops the skills and leadership
capability of individuals, creating a
sense of mission and fostering trust
 Increases employee morale and
commitment to the organization
 Fosters creativity and innovation, the
source of competitive advantage
 KAIZEN CONCEPTS  It promotes a culture of
AND SYSTEM continuous improvement
involving everyone in the
organization, from top
KAIZEN
management to frontline workers.
KAI: Change
ZEN: Good (or better)
KEY PRINCIPLES OF KAIZEN
KAIZEN: Continuous improvement
Elimination of waste  Continuous Improvement: The
focus is on making small,
INTRODUCTION: MAN BEHIND KAIZEN incremental improvements
continuously.
 Masaaki Imai is known as the
developer of Kaizen. He is known  Employee Involvement: All
as the "Lean Guru" and the father employees are encouraged to
of Continuous Improvement. contribute ideas for improvement,
fostering a sense of ownership and
 According to him in simple words
engagement.
Kaizen means improvement.
Kaizen strategy calls for never-  Standardization: Establishing and
ending efforts for improvement maintaining standardized
involving everyone in the processes to eliminate variations
organization managers and and errors.
workers alike.  Elimination of Waste: Identifying
 Author of books like KaIzen(1986), and eliminating activities that do
Key to Japans Competitive success not add value to the process.
and Gemba Kaizen(1997).  Standard Work: Creating and
following standardized work
DEFINITION OF KAIZEN procedures to ensure consistency
Kaizen is a Japanese term that combines and efficiency.
two characters: "kai," meaning change, TWO MAJOR COMPONENTS OF KAIZEN
and "zen," meaning good or better. 1. Maintenance
Together, they represent the concept of  The objective of the maintenance
continuous improvement. function is to maintain current
technological, managerial, and
PHILOSOPHY OF KAIZEN operating standards.
 Kaizen emphasizes the idea that  Under the maintenance function,
small, ongoing positive changes the management must first
can lead to significant establish policies, rules, directives
improvements over time. and standard operating
procedures (SOPs) and then work
 towards ensuring that everybody 5. Waiting: Idle time during which no
follows SOP. value is being added.
2. Improvement/Innovation 6. Over processing: Performing more
 The improvement function is work or using more resources than
aimed at improving current necessary.
standards. 7. Defects: Producing defective
 Is achieved through a combination products that require rework or
of discipline and human resource correction.
development measures. 2. Mura (Unevenness or
Inconsistency):
Kaizen is an ongoing improvement that  Mura refers to unevenness or
involves everyone. inconsistency in production or
processes.
 Unevenness in production can lead
to inefficiencies, overburdened
resources, and increased waste.
 The goal is to level the production
process to eliminate fluctuations
and create a smoother workflow.

Production Example:
 Scenario: In a manufacturing
TYPES OF WASTES facility, production orders
1. Muda (Non-value adding work): fluctuate significantly from day to
 Muda refers to any activity that day.
consumes resources without  Mura: The uneven demand causes
adding value to the product or production lines to experience
service from the customer's periods of overwork followed by
perspective. periods of idleness, leading to
inefficient use of resources and
Seven types of Muda increased lead times.
1. Overproduction: Producing more
than what is needed immediately. Service Industry Example:
2. Inventory: Excess raw materials,  Scenario: In a call center, there
work-in- progress, or finished goods are times of the day when call
that are not immediately needed. volumes are extremely high, and
3. Transportation: Unnecessary other times when they are low.
movement of materials or products.  Mura: The uneven call volume
4. Motion: Unnecessary movement of creates challenges in managing
people or equipment.
 staffing levels. During peak times, increased likelihood of errors, and
there may be overburdened potential long-term health issues.
employees, while during low
times, there may be idle staff. Project Management Example:
 Scenario: A project manager
Supply Chain Example: assigns an unrealistic amount of
 Scenario: A company receives work to a team within a tight
irregular shipments of raw deadline.
materials from a supplier.  Muri: The overburdened team
 Mura: The uneven arrival of team may experience stress,
materials disrupts the production reduced morale, and an increased
schedule, leading to shortages or likelihood of mistakes due to the
excess inventory, both of which excessive workload.
contribute to waste.
Machine Operation Example:
3. Muri (Overburden)  Scenario: A machine is operated at
 Muri refers to the strain or a speed beyond its designed
overburden placed on people, capacity.
equipment, or processes.  Muri: Overburdening the machine
 It occurs when tasks exceed the can lead to increased breakdowns,
capability of the system or maintenance issues, and higher
individuals, leading to stress, defect rates, impacting overall
errors, and increased likelihood of efficiency and quality.
defects.
 The goal is to identify and GEMBA KAIZEN
eliminate sources of overburden to  Gemba Kaizen is a Japanese term
create a more sustainable and that translates to "continuous
efficient work environment. improvement at the workplace" or
"making improvements in the
actual work environment."
 Gemba is a Japanese word that
Manual Labor Example: refers to the actual place where
 Scenario: A worker on an work is done or where value is
assembly line is required to lift created. In the context of Gemba
heavy components repeatedly Kaizen, it is the frontline or the
throughout the day. shop floor.
 Muri: The physical strain of lifting
heavy objects repeatedly can lead Principles of Gemba Kaizen
to overburden, resulting in fatigue, 1. Go and See (Genchi Genbutsu)
 Gemba Kaizen requires leaders
and employees to go to the actual GEMBA KAIZEN
workplace to observe, understand,  Gemba is a Japanese word meaning
and gather information about 'real place,' where the real action
processes. takes place.
 Direct observation helps identify  In business. Gemba is the "shop floor
issues and opportunities that may or production place where the value-
not be apparent from a distance. adding activities to satisfy the
customer are carried out.

2. Collect Data and Facts 3 Ground rules for practicing Kaizen in

(Genbutsu Genba) Gemba are:
 Gathering real-time data and facts 1. Housekeeping.
from the Gemba is crucial for 2. Muda elimination.
informed decision- making. 3. Standardization.
 Relying on actual data avoids
making decisions based on HOUSEKEEPING
assumptions or incomplete  5S is a method for organizing a
information. workplace, especially a shared
workplace (like a shop floor or an
3. Involve and Empower office space), and keeping it
Employees organized.
 Gemba Kaizen emphasizes the  To take the concept of Kaizen
active involvement and performance to its ultimate level of
empowerment of frontline simplicity, it offered the following "5S"
employees. steps.
 Employees are encouraged to 1. Sorting - keeping only essential
contribute ideas for improvement Items.
and are given the authority to 2. Simplifying - Eliminates extra
implement changes in their work motion.
processes. 3. Sweeping keep the workplace
clean
4. Small, Incremental Changes 4. Standardizing practices.
 Instead of large-scale overhauls, Standardized work
Gemba Kaizen focuses on making 5. Sustaining. Maintaining and
small, continuous improvements. reviewing standards
 These small changes are easier to
implement, monitor, and adjust as MUDA ELIMINATION
needed. Work that does not add value and is not
necessary.
1. Overproduction
2. Waiting 5. Waiting
3. Transportation Idle time during which no value is being
4. Process added to the product or service.
5. Inventory Impact: Delays in production, decreased
6. Operator Movements efficiency, and increased lead times.
7. Defects
The 7 sins of Muda 6. Over processing
Eliminate these activities Performing more work or using more
resources than necessary to produce the
KAIZEN'S SEVEN DEADLY WASTES desired outcome.
1. Overproduction Impact: Increased costs, longer cycle
Producing more than is needed or times, and potential for introducing
producing ahead of demand. defects.
Impact: Excess inventory, increased
carrying costs, longer lead times, and 7. Defects
potential for product obsolescence. Producing products or services that do
not meet quality standards, leading to
2. Inventory rework or waste.
Excess raw materials, work-in-progress, Impact: Increased costs, potential
or finished goods beyond what is damage to the organization's reputation,
required for immediate use. and dissatisfied customer
Impact: Ties up capital, occupies valuable
space, increases the risk of obsolescence, STANDARDIZATION
and hinders the ability to respond to  Standards may be defined as the
changes in demand. best way to do the job.
 Products or services are created as
3. Transportation a result of a series of processes.
Unnecessary movement of materials or Certain standard must be
products between locations. maintained at each process in
Impact: Adds time and cost to the order to assure quality.
production process, increases the risk of  Standards also can prevent
damage, and may result in inefficiencies. recurrence of the same problem.

4. Motion KAIZEN: SEVEN KEY CONCEPTS

Unnecessary movement of people ог 1. Standardize-Do-Check-Act (SDCA) to
equipment within the production process. Plan-DO-Check-Act (PDCA)
Impact: Increases the risk of accidents,
leads to wasted time and energy, and can Standardize-Do-Check-Act (SDCA)
result in ergonomic issues.
  SDCA is a systematic and Relationship with SDCA:
structured approach that involves: SDCA is often considered a subset of
PDCA. While SDCA focuses on the ongoing
Standardize (S): Establishing and standardization and improvement within
documenting the best practices or an established process, PDCA
standard operating procedures (SOPs) for encompasses the broader cycle of
a particular process. planning, implementing, checking, and
Do (D): Implementing the standardized acting to drive continuous improvement
procedures in the actual work at a higher level.
environment.
Check (C): Regularly assessing and Relationship of PDCA with SDCA
monitoring the results against the SDCA is often considered a subset of
established standards. PDCA. While SDCA focuses on the ongoing
Act (A): Taking corrective actions and standardization and improvement within
making improvements based on the an established process, PDCA
evaluation. encompasses the broader cycle of
 SDCA provides a framework for planning, implementing, checking, and
maintaining consistency and acting to drive continuous improvement
stability in processes. It is a at a higher level.
foundational step in Kaizen,
ensuring that improvements are 2. The next process is the customer
based on established standards. In Kaizen, the concept of "the next
Plan-Do-Check-Act (PDCA) process is the customer" underscores the
PDCA is a broader improvement cycle importance of understanding and meeting
that includes: customer needs and expectations.
 Plan (P): Identifying the problem
or opportunity, setting objectives, Shift in Perspective:
and developing a plan for  Traditionally, organizations might
improvement. view the customer as the endpoint
 Do (D): Implementing the planned of the production process. In
changes on a small scale. Kaizen, the customer is considered
 Check (C): Evaluating the results the next process in line.
and comparing them against the
objectives. Implementation Strategies
 Act (A): Taking actions based on  Voice of the Customer (VOC)
the evaluation, including  Gathering feedback directly
standardization of successful from customers to
changes and planning for further understand their
improvements. expectations, preferences,
and areas for improvement.
  Cross-Functional Collaboration  Organizations need to actively
 Encouraging collaboration listen to and understand customer
among different needs, preferences, and
departments to ensure that expectations to inform product
each process understands development.
and meets the needs of its  Kaizen encourages organizations
internal customers. to be adaptable and responsive to
 Quality Control Circles changes in the market, ensuring
 Small groups of employees that products meet current
from the same work area demands.
who meet regularly to
identify, analyze, and solve 5. Upstream management
work-related problems to  Upstream management involves
improve the quality of identifying and addressing the root
products or processes. causes of problems rather than
simply addressing symptoms. It
3. Quality first prevents issues from affecting
 "Quality First" in Kaizen signifies other processes and ensures a
that ensuring and improving the more sustainable and effective
quality of products and services is approach to improvement.
a top priority in all activities and  Upstream management in Kaizen
processes. represents a proactive and
 "Quality First" in Kaizen is not just preventative approach to problem-
a slogan but a guiding principle solving. By focusing on root causes
that influences decision-making at and implementing measures to
every level of the organization. By prevent issues from occurring,
making quality a top priority, organizations can build a more
organizations can build a culture resilient and efficient system. This
of excellence, enhance customer concept aligns with the broader
satisfaction, and position Kaizen philosophy of continuous
themselves for sustained success improvement and adaptability to
in a competitive environment. changes in the business
environment.
4. Market-in, product out
 "Market-In, Product-Out" in Kaizen 6. Speak with data
signifies a customer-centric  "Speak with Data" in Kaizen
approach where product underscores the significance of
development and improvement relying on factual information to
are driven by market demands and guide improvement efforts. By
customer feedback. making data an integral part of the
 decision-making process, Problem: The robot stop
organizations can achieve more
precise analyses, make informed
choices, and drive sustained
improvements in their processes
and outcomes.
 Data serves as a valuable tool for
understanding processes,
identifying areas for improvement,
and measuring the impact of
changes.

7. Variability control and recurrence

prevention
 Ask ‘Why?’ five times to get to the 5 Whys Analysis
real cause of a problem and to
avoid just treating the effect of the
problem.

5 WHYS ANALYSIS
 The 5 Whys is a technique used in
the Analyze phase of the Six Sigma
DMAIC (Define, Measure, Analyze,
Improve, Control) methodology. It
is a great Six Sigma tool that does
not involve data segmentation,
hypothesis testing, regression or
other advanced statistical tools,
and in many cases can be KAIZEN’S PROBLEM-SOLVING TOOLS
completed without a data  P – Plan
collection plan.  Pick a project (Pareto
 By repeatedly asking the question Principle)
“Why” (five is a good rule of  Gather data (Histogram and
thumb), you can peel away the Control Charts)
layers of symptoms which can lead  Find cause (Process Flow
to the root cause of a problem. Diagram and Cause/Effect
Very often the ostensible reason Diagram
for a problem will lead you to  Pick likely causes (Pareto
another question. Principle and Scatter
Diagrams)
  Try Solution (Cause/Effect -
who, what, why, when,
where, how)
 D – Do
 Implement solution
 C – Check
 Monitor results (Pareto,
Histograms, and Control
Charts)
 A – Act
 Standardize on new process
 5S GOOD THE 5S
HOUSEKEEPING 1. SORT - SEIRI
2. SYSTEMATIZED - SEITON
3. SWEEP - SEISO
BACKGROUND
4. SANITIZE - SEIKETSU
• 5S is originally developed by
5. SELF-DISCIPLINE. SHITSUKE
HIROYUKI HIRANO for
manufacturing companies in Japan;
the principles of 5S translate well to
any work environment like corporate
or government office.
• 5S is a system, a culture much within a
framework of Japanese philosophy of SEIRI (SORT)
change for the better.
 The first step of the "5S" process,
WHAT IS 5S? seiri, refers to the act of throwing
 The 5S process, or simply “5S”, is a away all unwanted, unnecessary, and
structured program to systematically unrelated materials in the workplace.
achieve total organization, cleanliness,  People involved in Seiri must not feel
and standardization in the workplace. sorry about having to throw away
 A well-organized workplace results in things. The idea is to ensure that
a safer, more efficient, and more everything left in the workplace is
productive operation. related to work.
 It boosts the morale of the workers,  Because of seiri, simplification of
promoting a sense of pride in their tasks, effective use of space, and
work and ownership of their careful purchase of items follow.
responsibilities.
 5S is a systematized approach to SORTING POLICIES
organized work areas, keep rules and  Eliminating obstacles to make work
standards, and maintain the discipline easy.
needed to do a good job.  Eliminate the need to take care of
unnecessary items.
IMPORTANCE OF 5S  Provide no chance of being disturbed
1. QUALITY. Prevent errors. with unnecessary items.
2. PRODUCTIVITY. Eliminate Wastes.
 Prevent accumulation of unnecessary
3. SAFETY. Prevent accidents.
items.
4. EQUIPMENT RELIABILITY. Eliminate
maintenance breakdowns.
APPLY STRATIFICATION  HIGH USE (Store near work site or
MANAGEMENT/SORTING AND carried by person)
EVALUATION CRITERIA o Things used once a week
o Things used everyday
o Things used every hour

SORTING CRITERIA
 LOW USE
 Filing: Documents.
o Things not used in the past
 Categorization: File Folder.
years
 Dispose properly  Ready access storage: storage of
o Things used only once in current year documents.
 Transfer previous year
the past 6-12 months
documents: storage of previous
 Store at a distance
year documents.
 AVERAGE USE (Store in a central
 Remote storage: storage of two-
place)
year old documents.
o Things used only once in
SORTING PRACTICES
the past 2-6 month
1. Apply Stratification Management /
o Things used more than
Sorting and evaluation criteria.
once a month
2. Use disposal tags or Red tags.
3. Designate storage area. retrieved and returned on the
4. Define disposal procedure. same place quickly.
5. Prepare a Material List.  Everything should have a home
and it should be clearly marked so
that anyone could easily find its
SEITON
place.
(SYSTEMATIZED) SET
IN ORDER
SYSTEMATIZE PRACTICES
1. Store files for first-in-first-out
 Seiton, or orderliness, is all about retrieval.
efficiency. 2. Label files and their location
 This step consists of putting systematically.
everything in an assigned place so that 3. Separate tools from common ones.
it can be accessed or retrieved quickly, 4. Put frequently used files nearer.
as well as returned in that same place 5. “Only feet on the floor”: Avoid
quickly. storing anything directly on the
 If everyone has quick access to an floor, which creates an
item or materials, work flow becomes impediment to cleaning and one
efficient, and the worker becomes more thing to trip over.
productive.
 The correct place, position, or holder SEISO (SWEEP/SHINE)
for every tool, item, or material must
be chosen carefully in relation to how  Seiso, the third step in "5S", says that
the work will be performed and who 'everyone is a janitor.'
will use them.  Seiso consists of cleaning up the
 Every single item must be allocated its workplace and giving it a 'shine'.
own place for safekeeping, and each  Cleaning must be done by everyone in
location must be labeled for easy the organization, from operators to
identification of what it's for. managers. It would be a good idea to
have every area of the workplace
SET IN ORDER assigned to a person or group of
 Begin the next phase of 5S only persons for cleaning. No area should
when the Sort phase is complete. be left uncleaned.
The set in order phase will be
useless if there is unnecessary SWEEP POLICIES
clutter in the workplace.  Do not wait until things get dirty.
 Set in order is the process of Clean your workplace, including
putting everything in an assigned machines and equipment, tools and
place so that it can be accessed or furniture regularly so that they do not
have a chance to get dirty.
 Everyone should see the workplace  It consists of defining the standards by
through the eyes of a visitor- always which personnel must measure and
thinking if it is clean enough to make a maintain 'cleanliness'.
good impression.  Seiketsu encompasses both personal
and environmental cleanliness.
SHINE PRACTICES Personnel must therefore practice
 Consists of cleaning up the workplace 'seiketsu' starting with their personal
and giving it a shine, must be done by tidiness.
everyone in the office, everyone is a  Visual management is an important
janitor where the janitor’s ingredient of seiketsu. Color-coding
responsibility is to tackle the daily and standardized coloration of
large scale jobs, the detailed cleaning surroundings are used
will be done by the employees.  For easier visual identification of
 It must be a culture that is followed anomalies in the surroundings.
by the CEO down to the apprentice Personnel are trained to detect
from the operators to managers. abnormalities using their five senses
 The goal of shine is to keep everything and to correct such abnormalities
in great working condition to ensure immediately.
that it doesn’t breakdown and it lasts
for as long as possible. SANITIZE PRACTICES
 Check periodically computers and  Encompasses both personal and
other office equipment, they need to environmental cleanliness personnel
be DEFRAGMENTED AND DUSTED to must practice seiketsu starting with
keep them in prime running order. their personal tidiness.
 Assign 15 minutes before starting to  Develop a routine for sorting, setting
work every day as shine time, cleaning in order and shining on a daily basis
and organizing according to checklist  We all have our own way of doing
and 15 minutes before going out of the things. This kind of individuality is
office. great in our personal lives because it
makes life much more interesting and
fun but non-conformity can be
SEIKETSU
unproductive in the workplace.
(SANITIZE/STANDARD
 When we started to doing things in
IZE)
our own way, things will start to get
missed and conditions will slowly
 The fourth step of "5S", or seiketsu, start to deteriorate.
more or less translates to  The standardize pillar of 5s process
'standardized clean-up'. seeks to create a set of schedules and
checklists that can be easily followed
 so that each step is performed exactly
the same way every day. Each
employee knows what he needs to do,
when he needs to do it and exactly
how to do it. There is no room for
uncertainty.

SANITIZE PRACTICES
(CONTINUATION)
1. Color coding
2. Fool-proofing (poka-yoke)
3. Responsibility labels
4. Wire management
5. Inspection marks
6. Prevention of dusts, dirt, noise and
vibration
7. “I-can-do-it-blindfolded”
8. One-point-lessons
9. Visual controls signs.
 SHITSUKE (SELF- 7. Work according to standards
DISCIPLINE/SUSTAIN) 8. 30-second Rule
9. “Only feet on the floor”
 The last step of "5S", Shitsuke, means
'Discipline.' 5S SUMMARY TABLE
 It denotes commitment to maintain 5S POOR FAIR EXCEL
orderliness and to practice the first 4S PRINCIPLES (1) (3) LENT
(5)
as a way of life.
1. SORT A lot of Unnece Unnece
 The emphasis of shitsuke is (SEIRI) unnece ssary ssary
elimination of bad habits and constant Take out ssary items things
practice of good ones. necessary items things are not
& dispose. are at dispos found
 Once true shitsuke is achieved, the ed, but at any
personnel voluntarily observe workpl not time.
cleanliness and orderliness at all ace. right
times, without having to be reminded away.
by management. 2.SYSTEMATIZ Emplo Necess Necessa
E/SET IN yee ary ry
SELF-DISCIPLINE ORDER often things things
 Denotes commitment to maintain. (SEITON) spend are are
Arrange time arrang always
o Orderliness and to practice 5S necessary items lookin ed but arrange
daily making it a way of life. in good order g for not in d in
o The final pillar of the 5s system for use. necess system order
ary atic for
and its chief objective is to give things. order quick
the employee the commitment (not use.
and motivation to follow each easy to
step day in and day out. retriev
e and
o The emphasis of shitsuke is use).
elimination of bad habits and 3. SHINE/ Workp Workpl Workpl
constant practice of good ones. SWEEP lace as ace ace and
(SEISO) well as and machin
Clean your the machin es are
SELF-DISCIPLINE PRACTICES workplace machin es are complet
1. “CLAYGO” Clean as you go completely. es is partiall ely
2. Eat and smoke at designated areas dirty y cleaned
3. Keep workplace always clean and and cleane . Area is
untidy. d free of
tidy Many (Cente dust.
4. Wear clean uniform and shoes things r and
5. Follow safety rules are surface
6. Put things back in their proper scatter only)
ed
place after use
 around r
. u
4. No Workpl Dust b
SANITIZE/STA attenti ace is and dirt b
NDARDIZE on is tidy are i
(SEIKETSU) given but not complet
s
Maintain high to keep comple ely shut
standard of workpl tely out.
h
housekeeping ace clean
neat a
and n
tidy. d
5. SELF- No People Prepare
DISCIPLINE / work follow s for u
SUSTAIN discipli rules. work. n
(SHITSUKE) ne. But Comes r
Do things People just to early to e
simultaneously do start check l
without being what work machin a
told or ordered they on e t
like. time, conditi
e
withou on.
t Cleans
d
enough work
prepar area m
ation before a
for the and t
work after e
work. r
i
5S EVALUATION SHEET a
Term English Meaning in l
Equivalen Japanese Context s
t i
SEIRI Tidiness T n
h
t
r
h
o
e
w
w
a o
w r
a k
y p
l
a a
l c
l e
SEITO Orderlines Set
N s everything
in proper
place for
quick
retrieval
and storage
SEISO Cleanlines Clean
s the
workpl
ace;
everyo
ne
should
be a
janitor
SEIKE Standardi Standardize the
TSU zation way of
maintaining
cleanliness
SHITS Discipline Practice
UKE ‘Five S’
daily –
make it a SORT ACTIVITY SCORE
way of DESCRIPTIONS
life; this 1. Only the required paper
also works is present at the
means
workstation. Outdated or
commitme
nt. unnecessary files or documents
are removed from the
workplace.
2. Only the required equipment
is present at the workstation. All
obsolete, broken or unnecessary
equipment, tools, etc. are
removed from the workplace.
3. Only the required furniture is
present at the workstation. All
broken unnecessary chairs,
shelves, etc. not required for a
current work to be done are
removed from the workplace.
4. Tripping dangers such as
electrical wires, cartoons and empty boxes, files and other
unnecessary files under the materials.
table are removed from the 4. Office tables, computers,
workplace. calculators and other office
5. Only the necessary data file equipment are properly clean
organizer present at the and dusted.
workstation all unnecessary 5. Computers are defragmented
folders, data file organizers according to schedule and were
unnecessary table decors are done regularly.
removed from the workplace.
STANDARDIZE ACTIVITY SCORE
DESCRIPTIONS
1. Tools, equipment,
SET IN ORDER ACTIVITY SCORE paperwork’s, furniture etc. Are
DESCRIPTIONS store neatly in designated areas
1. Location for files or filing and are returned immediately
cabinets are properly labeled after each use.
and can be easily identified if 2. Documents or files are clearly
absent. labeled and arranged in uniform
2. Paperwork's is properly order.
labeled, clearly defined location 3. Preventive measures have
that is been implemented to ensure the
visible to the operator and away workplace meets the 5S
from work surfaces. guidelines (e.g. not allow waste
3. Filing cabinets or file storage to accumulate)
follows the uniform or the
agreed file storage system of the V. SUSTAIN ACTIVITY SCORE
office. DESCRIPTIONS
1. The employee has
SHINE ACTIVITY SCORE participated in the 5S activity
DESCRIPTIONS such as the audit activity.
1. File data organizers, trays, 2. Time and resources are
boxes, bins etc. are clean and not allocated to 5S activities (e.g.
cracked torn or otherwise designated
damage. They are neatly daily, weekly clean-up and
stacked. equipment maintenance)
2. Paperwork’s is not torn, kept
clean and protected from dirt. 5S SCORING GUIDELINES
3. Floors are free from dirt, SCORE CATEGORY DESCRIPTION
0 Zero Effort There has been audits awarded
no 5S activity in 4.5 Outstanding The level of 5S in
the work area Results the work area is a
related to this world class, a
criteria showcase for the
1 Slight Effort Any 5S effort is industry, 5S is
probably the fully
work of 1-2 institutionalized
people. There is in the workplace.
no organized 5 Sustained After 6
effort and plenty outstanding consecutive
of opportunity for results (6 scores of 4.5 a
improvement. audits) score of 5 may be
2 Moderate Some attempts awarded.
Effort have been made
to implement 5S,
but efforts are
temporary
and/or
superficial.
3 Minimum The entire team is
Acceptable working on
level improving their
5S
implementation.
Previous
improvements
are becoming
world class.
3.5 Above The level of 5S in
average the work is
results excellent.
Although there is
still
room for
improvement
4 Sustained After 3
above consecutive
average scores of 3.5 a
results (3 score of 4 may be