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What types of businesses benefit from a Fi e S program!

Everyone and all types of business benefit from having a Five S program.

Manufacturing and industrial plants come to mind first, as those are the business that can realize the greatest benefits. However, any type of business, from a retail store to a power plant from hospitals to television stations all types of businesses, and all areas within a business, will realize benefits from implementing a Five S program.

What are the Fi e S"s!

Sort Set n !rder Shine Standardize Sustain

What will it cost me!

"he shipyard industry is spending nearly a million dollars to develop a Five S program the industry can use, and to implement that program at two shipyards. !n the other hand you can implement a Five S program without adding an e#tra dollar to your budget. $ealistically you probably will need to spend some e#tra money to get your Five S program going. "here will be training time% man&hours spent to get your facility cleaned up and organized% e'uipment purchases, such as buying a 'uality labeling system% and time spent on sustaining your Five S program once it is in place. (our actual costs will depend on where you are now & for e#ample what is the condition of your facility) "he further you are from meeting the goals of a Five S program, the more it will cost to implement one and the greater the benefits you*ll see as a result of your Five S program.

We all know how important a safe and producti e workplace en ironment is. +ut did you ,now that you could increase productivity, streamline processes and improve safety compliance through proper facility identification) -nd, a properly mar,ed facility has better return on investment, positively affecting your bottom line.

Having critical information at the point of need, when you need it most, helps you reduce operating errors and accidents, minimize unscheduled downtime, eliminate confusion and increase safety, increase employee ,nowledge and confidence, and reduce wasted search time. #roper facility identification puts important information about a potential ha$ard exactly where it"s needed% and all employees ha e the information communicated to them through a combination of words% symbols% diagrams and pictures.

Mar,ing a plant is not .ust a matter of personal preference. "here are a host of standards developed by the -merican /ational Standards nstitute 0-/S 1 and !ccupational Safety and Health -dministration 0!SH-1. "he 2isually nstructive 3lant ta,es these standards and applies them in a coordinated way to improve safety and productivity. &he 'isually (nstructi e #lant clearly and simply identifies resources% processes and potential ha$ards. "he result is a safer, more efficient, more profitable facility. How a plant is mar,ed ma,es a difference. For e#ample, a study by the Electric 3ower $esearch nstitute 0E3$ 1 concluded that 45 percent of errors in the utility industry were the result of inade'uate or missing labeling or signage. 6reating a 2isually nstructive 3lant means more than .ust putting labels on pipes, valves and e'uipment. t is a way of documenting and communicating your processes. 3rocesses such as escape routes, preventative maintenance procedures and schedules, access restrictions, hazard alerts or general directions.

&he first step toward creating this en ironment is to conduct a facility assessment. "his re'uires a complete evaluation of your plant, assessing what steps need to be ta,en to comply with code and safety regulations, and to increase plant productivity. "his step includes comprehensive data collection along with a strong ,nowledge of safety codes and standards. !nce your assessment is complete, the result will be a complete identification program to be implemented according to the standards you established at the outset of the assessment. "hese standards must also be incorporated into all company training programs and materials. For e#ample, you might re'uire that all pipes be mar,ed at certain intervals with the material they carry and direction of flow. 3erhaps you specify that valves in certain parts of the plant can only be shut off with supervisor approval. "ags, labels and signs must be formatted in a consistent fashion, such as directional arrows and pictograms be listed below the primary legend on piping labels. 7hatever standards you develop must be universally applied. 7e understand that 89-/:E$8 means we need to ta,e some precautions. +ut symbols are .ust as important as words. 7e get bombarded with so many printed messages that they are easy to overloo, or misinterpret. "he 2isually nstructive 3lant also ma,es use of symbols. t might be a simple arrow indicating

the direction water is flowing through a pipe, or pictograms detailing the hazard level for certain materials. Symbols clearly and consistently employed can be a very effective way to communicate. )reation of a 'isually (nstructi e #lant will ary depending upon the needs of your particular facility. However, there are a number of areas that re'uire attention in almost every plant; Safety signs: 7hether restricting access, alerting employees to hazards or providing direction, safety signs are a critical component in a 2isually nstructive 3lant. *lectrical e+uipment: "his is a ,ey area because the potential for in.ury and death is so great. -ll electrical e'uipment must be clearly mar,ed in accordance with -/S and !SH- standards. 'al es and e+uipment: <nmar,ed or inade'uately mar,ed valves and e'uipment are a big problem in many facilities. - simple tag can include a wealth of information, including e#actly what is being shut down or activated, the 3 9 number, and bar codes to assist with -sset Management. #iping: "he maze of piping found at many facilities can be confusing. 3roper mar,ing can help employees sort out pipelines at a glance. #rocess control: "his could include mar,ing for preventive maintenance, supervisory approval re'uirements, anything related to plant process management. &ank and essels: "he contents may be harmless, or may hold hazardous materials. "hey must be clearly mar,ed with the re'uired hazardous material information. 6onfined Space 7arning signs should be placed at the point&of&entry. )omprehensi e sign systems: More comple# processes such as a plant evacuation procedure & need to be clearly communicated through a combination of words, symbols, diagrams and pictures. )reating a 'isually (nstructi e #lant means more than ,ust putting labels on pipes% al es and e+uipment. (t is a way of documenting and communicating your processes so that you can reap the benefits of a safer% more efficient and producti e plant. &here are many benefits of the 'isually (nstructi e #lant. /ot only will you realize an increase in safety compliance, efficiency and productivity, but you should also see reduced maintenance costs, errors and downtime. "hese benefits have a direct impact on overall profitability. !ne other important benefit; your facility will loo, better. - more orderly plant encourages your employees to be more organized and productive. (our plant will also loo, that much more impressive to customers and other sta,e holders.

&his is step - in a Fi e S program: .Sorting. means to sort through e erything in each work area. =eep only what is necessary. Materials, tools, e'uipment and supplies that are not fre'uently used should be moved to a separate, common storage area. tems that are not used should be discarded. 9on*t ,eep things around .ust because they might be used, someday.

Sorting is the first step in making a work area tidy. t ma,es it easier to find the things you need and frees up additional space. -s a result of the sorting process you will eliminate 0or repair1 bro,en e'uipment and tools. !bsolete fi#tures, molds, .igs, scrap material, waste and other unused items and materials are disposed of.

"he ob.ective of this step is to clean up the wor, area. 6leaning up not only ma,es things loo, nice, it ma,es it easier to spot maintenance needs such as an oil lea,. t improves safety. t eliminates clutter and confusion. t removes tools, e'uipment, supplies and waste that interferes with getting the .ob done.

Set (n /rder 0/rgani$e1

&his is step 2 in a Fi e S program: Step two is to organize, arrange and identify everything in a wor, area for the most efficient and effective retrieval and return to its proper place. )ommonly used tools should be readily a ailable. Storage areas, cabinets and shelves should be properly labeled. 6lean and paint floors to ma,e it easier to spot dirt, waste materials and dropped parts and tools. !utline areas on the floor to identify wor, areas, movement lanes, storage areas, finished product areas, etc. 3ut shadows on tool boards, ma,ing it easy to 'uic,ly see where each tool belongs.

(n an office, provide boo,shelves for fre'uently used manuals, boo,s and catalogs. >abels the shelves and boo,s so that they are easy to identify and return to their proper place. &he ob,ecti e in this step is: - place for everything and everything in it*s place, with everything properly identified and labeled. "his means there are two important parts to Systematic !rganization & putting everything in its proper place and setting up a system so that it is easy to return each item to its proper place. "he second part is where good labeling and identification practices are important. +oth the e'uipment?tools and materials you use, as well as their proper storage locations, need to be clearly identified and labeled.

Shine 03egular )leaning1

Step &hree: !nce you have everything, from each individual wor, area up to your entire facility, sorted 0cleaned up1 and organized, you need to ,eep it that way. "his re'uires regular cleaning, or to go along with our third S, 8shining8 things up.

3egular% usually daily% cleaning is needed or everything will return to the way it was. "his could also be thought of as inspecting. 7hile cleaning it*s easy to also inspect the machines, tools, e'uipment and supplies you wor, with. 3egular cleaning and inspection ma,es it easy to spot lubricant lea,s, e'uipment misalignment, brea,age, missing tools and low levels of supplies. 3roblems can be identified and fi#ed when they are small. f these minor problems are not addressed while small, they could lead to e'uipment failure, unplanned outages or long & unproductive & waits while new supplies are delivered. 7hen done on a regular, fre'uent basis, cleaning and inspecting generally will not ta,e a lot of time, and in the long run will most li,ely save time.

Standardi$e 0Simplify1
Step Four: "o ensure that the first three steps in your Five S program continue to be effective, the fourth step is to simplify and standardize. &he good practices de eloped in steps - through 4 should be standardi$ed and made easy to accomplish. 9evelop a wor, structure that will support the new practices and ma,e them into habits. -s you learn more, update and modify the standards to ma,e the process simpler and easier. !ne of the hardest steps is a oiding old work habits. t*s easy to slip bac, into what you*ve been doing for years. "hat*s what everyone is familiar with. t feels comfortable.

5se standards to help people wor, into new habits that are a part of your Five S program. 6ny easy way to make people aware of% and remind them about the standards is to use labels% signs% posters and banners. For e#ample, use a 3oster3rinter to create large format signs, posters and banners. - 3oster3rinter is a machine that ta,es an @&A?B8 # AA8 original and enlarges it to poster size. (ou can also create posters and banners on your computer and print them directly on your 3oster3rinter.

For labels and smaller signs consider an custom label printer. >abel printers are available ranging from simple, monochrome models to machines that can print color labels cut into custom shapes.

Sustain
Step Fi e: "he final step is to continue training and maintaining the standards. Have a formal system for monitoring the results of your Five S program. 9on*t e#pect that you can clean up, get things organized and labeled, and as, people to clean and inspect their areas every day and then have everything continue to happen without any follow&up. )ontinue to educate people about maintaining standards. 7hen there are changes & such as new e'uipment, new products, new wor, rules & that will effect your Five S program, and ad.ustments to accommodate those changes, ma,e any needed changes in the standards and provide training that addresses those changes. 5sing 5s #osters and Signs: - good way to continue educating employees, and for maintain standards, is to use 4s posters and signs. (ou can create your own custom 4S posters, allowing you to communicate the specific information that needs to be communicated at each location. 6hanging wor, habits can be difficult, and it is easy to slip bac, into doing things the old, comfortable way. <se custom 4S posters to remind employees of the proper procedures, and of the benefits that come from following a 4s plan. &hink of this step as sustaining the benefits you are getting from your Fi e S program.

We all know how important a safe and producti e workplace en ironment is. +ut did you ,now that you could increase productivity, streamline processes and improve safety compliance through proper facility identification) -nd, a properly mar,ed facility has better return on investment, positively affecting your bottom line. Having critical information at the point of need, when you need it most, helps you reduce operating errors and accidents, minimize unscheduled downtime, eliminate confusion and increase safety, increase employee ,nowledge and confidence, and reduce wasted search time. #roper facility identification puts important information about a potential ha$ard exactly where it"s needed% and all employees ha e the information communicated to them through a combination of words% symbols% diagrams and pictures.

Mar,ing a plant is not .ust a matter of personal preference. "here are a host of standards developed by the -merican /ational Standards nstitute 0-/S 1 and !ccupational Safety and Health -dministration 0!SH-1. "he 2isually nstructive 3lant ta,es these standards and applies them in a coordinated way to improve safety and productivity.

&he 'isually (nstructi e #lant clearly and simply identifies resources% processes and potential ha$ards. "he result is a safer, more efficient, more profitable facility. How a plant is mar,ed ma,es a difference. For e#ample, a study by the Electric 3ower $esearch nstitute 0E3$ 1 concluded that 45 percent of errors in the utility industry were the result of inade'uate or missing labeling or signage. 6reating a 2isually nstructive 3lant means more than .ust putting labels on pipes, valves and e'uipment. t is a way of documenting and communicating your processes. 3rocesses such as escape routes, preventative maintenance procedures and schedules, access restrictions, hazard alerts or general directions.

&he first step toward creating this en ironment is to conduct a facility assessment. "his re'uires a complete evaluation of your plant, assessing what steps need to be ta,en to comply with code and safety regulations, and to increase plant productivity. "his step includes comprehensive data collection along with a strong ,nowledge of safety codes and standards. !nce your assessment is complete, the result will be a complete identification program to be implemented according to the standards you established at the outset of the assessment. "hese standards must also be incorporated into all company training programs and materials. For e#ample, you might re'uire that all pipes be mar,ed at certain intervals with the material they carry and direction of flow. 3erhaps you specify that valves in certain parts of the plant can only be shut off with supervisor approval. "ags, labels and signs must be formatted in a consistent fashion, such as directional arrows and pictograms be listed below the primary legend on piping labels. 7hatever standards you develop must be universally applied. 7e understand that 89-/:E$8 means we need to ta,e some precautions. +ut symbols are .ust as important as words. 7e get bombarded with so many printed messages that they are easy to overloo, or misinterpret. "he 2isually nstructive 3lant also ma,es use of symbols. t might be a simple arrow indicating the direction water is flowing through a pipe, or pictograms detailing the hazard level for certain materials. Symbols clearly and consistently employed can be a very effective way to communicate. )reation of a 'isually (nstructi e #lant will ary depending upon the needs of your particular facility. However, there are a number of areas that re'uire attention in almost every plant; Safety signs: 7hether restricting access, alerting employees to hazards or providing direction, safety signs are a critical component in a 2isually nstructive 3lant. *lectrical e+uipment: "his is a ,ey area because the potential for in.ury and death is so great. -ll electrical e'uipment must be clearly mar,ed in accordance with -/S and !SH- standards. 'al es and e+uipment: <nmar,ed or inade'uately mar,ed valves and e'uipment are a big problem in many facilities. - simple tag can include a wealth of information, including e#actly what is being shut down or activated, the 3 9 number, and bar codes to assist with -sset Management. #iping: "he maze of piping found at many facilities can be confusing. 3roper mar,ing can help employees sort out pipelines at a glance. #rocess control: "his could include mar,ing for preventive maintenance, supervisory approval re'uirements, anything related to plant process management. &ank and essels: "he contents may be harmless, or may hold hazardous materials. "hey must be clearly mar,ed with the re'uired hazardous material information. 6onfined Space 7arning signs should be placed at the point&of&entry. )omprehensi e sign systems: More comple# processes such as a plant evacuation procedure & need to be clearly communicated through a combination of words, symbols, diagrams and pictures. )reating a 'isually (nstructi e #lant means more than ,ust putting labels on pipes% al es and e+uipment. (t is a way of documenting and communicating your processes so that you can reap the benefits of a safer% more efficient and producti e plant. &here are many benefits of the 'isually (nstructi e #lant. /ot only will you realize an increase in safety compliance, efficiency and productivity, but you should also see reduced maintenance costs, errors and downtime. "hese benefits have a direct impact on overall profitability. !ne other important benefit; your facility will loo, better. - more orderly plant encourages your employees to be more organized and productive. (our plant will also loo, that much more impressive to customers and other sta,e holders.

Throughout this site you will find information and resources about 5S strategies and the 5S processes for lean manufacturing. Plus this site features information about 5S labeling.

FREE Introduction to 5S Guide "Introduction To the 5 S Program" What Is The 5S System?

The 5S System, or simply 5S, is a Japanese philosophy that promotes cleanliness and orderliness to achieve maximum productivity and quality. 5S is used by industrial plants and manufacturers, service providers, restaurants, educational institutions, government agencies, and the list goes on. This structured system is generally the first step toward implementing all other lean manufacturing techniques. 5S is not a form of standardi ed clean up, but a methodology used by companies as large as !ord "otor #orp. and as small as three$person businesses. %t endorses continual organi ation and efficiency in a wor&place with an emphasis on waste elimination and visual communication. 5S stems from five Japanese words' Seiri, Seiton, Seiso, Sei&etsu, and Shitsu&e. (oosely translated, they are sort, set in order, shine, standardi e, and sustain. These words represent a five$step concept to reduce waste, streamline operations, and ultimately increase efficiency and productivity.

What does 5S do?

Through a simple five$step process, 5S can increase productivity and wor&er safety while decreasing waste. The principle aim of a 5S system is improved safety, efficiency, and employee morale. )y deciding what should be &ept, where it should be &ept, and how it should be &ept, 5S eliminates wasteful clutter and creates ownership of processes among wor&ers. The results of 5s are both visually and economically dramatic.

5S relies on training, communication, and visual cues such as the use of color coding, labels and signs, and consistent storage locations for tools and supplies.

*hat %s The 5S System+

,ome - 5S - .rticles - 5S System "Americans too often expect high drama from an idea when what's needed is simplicity and a solid foundation to sustain good work." Hiroyuki Hirano, uthor o! 5 Pillars of the Visual Workplace 5S System is a five$step process for reducing waste and optimi ing productivity within the wor&place. %ts success comes from maintaining an orderly wor&place and using visual cues /colored signs and labels0 to achieve more consistent and more error$free results. %mplementing the 5S System involves cleaning up and organi ing the wor&place basically in its existing configuration. The 5S System is typically the first lean method which organi ations implement.

FREE Introduction to 5S Guide "Introduction To the 5 S Program" *hy %s %t #alled the 5S System+
The 5S System refers to the five Japanese words that begin with the letter S and define the 5S System' seiri, seiton, seiso, sei&etsu, shitsu&e. The 1nglish translations are' organi ation, orderliness, cleanliness, standardi ed cleanup and discipline. 2ote' Still another translation of the 5S System uses the words sort, set in order, shine, standardi e and sustain.

*hat 3oes the 5S System Provide+

The aim of a 5S System is improved safety, efficiency and employee morale. )y deciding what should be &ept, where it should be &ept, and how it should be &ept, the 5S System eliminates wasteful clutter and creates ownership of processes among wor&ers. The results of the 5S System are both visually and economically dramatic The 5S System is much more than a standard clean up, it is a methodology used by industrial plants and manufacturers, service providers, restaurants, educational institutions, government agencies, and more. %t endorses continual organi ation and efficiency in the wor&place with an emphasis on eliminating waste and creating visual communication.

*hat .re the )enefits of the 5S System+

The benefits of 5S include' higher quality, fewer defects, lower costs, more reliable delivery, improved safety, better maintenance, improved morale and company growth.

%f you see a factory with equipment operators wearing stained uniforms accepting dirt, debris and oil, you4re loo&ing at a factory with far too many defective goods that misses far too many delivery deadlines, and that has low productivity and morale. %t4s obvious such a factory has failed to implement 5rgani ation and 5rderliness. The goal is to ma&e conditions as visual as possible. Sort what you need from what you don4t need. 5rderliness has to do with putting everything in its place. The main strategy for implementing visual organi ation is called the 6red tag strategy.6 Things that aren4t needed are red tagged and removed to ma&e room for the things that are needed. The following explains the five elements of 5S'

"# $rgani%ation
5rgani ation in 5S means something more than simply lining things in rows or neat stac&s. %n 5s organi ation means clearly distinguishing between what is needed and &ept and what is unneeded and meant to be discarded.

7nneeded inventory, unneeded documents, unneeded pallets and unneeded 6stuff6 increases
inventory expenses

.s your inventory gets bigger and bigger it becomes more and more difficult to sort through what4s
needed and what4s not needed

7nneeded equipment poses a daily obstacle to production activities

8. 5rderliness
5rderliness always accompanies organi ation. *hen things are organi ed only what4s needed remains. 5rderliness means &nowing where things belong so that tools and such are easy to find and so that wor&ers &now where to return things when they4ve finished their wor&.

9. #leanliness
#leanliness means :ust what it sounds li&e. %t means &eeping things clean' sweeping floor, emptying trash, washing windows so light can come through, &eeping hori ontal surfaces clear and clean, and ending each day with things in the same shape they were first thing in the morning. #leanliness also entails saving labor by finding ways to prevent dirt, dust and debris from piling up in the wor&shop.

;. Standardi ed #leanup
Standardi ed cleanup is not an activity it is a state. Standardi ed cleanup means organi ation, orderliness and cleanliness are always being maintained.

5. 3iscipline
3iscipline means always following specified /and standardi ed0 procedures. 5rderliness is a misunderstood word. %t4s more than an orderly appearance of pattern, which means it4s not :ust lining things up. 5rderliness always accompanies organi ation. 5nce everything is organi ed, only what is necessary remains. 5rderliness means standardi ing how needed things are &ept.

5S Red Tags& "Sort"

n Essentia' Part o!

,ome - 5S - .rticles - 5S <ed Tags

Start using 5S red tags to sim('i!y the (rocess o! e'iminating c'utter in the "sort" ste( o! 5s#
%n the warehouse, the lab, the office and almost any other wor& environment, wor&place clutter can rear its ugly head. 5S helps you organi e wor&spaces in a sustainable way =mdash> eliminating burdensome, overwhelming piles and clutter.

FREE Introduction to 5S Guide "Introduction To the 5 S Program"

)ut let4s face it' The organi ational overhaul itself can be overwhelming? That4s where 5S red tags come in. *hen used properly, 5S red tags, an essential part of the 6sort6 step in 5s, can help ma&e sense of the mess.

5S <ed Tags' Plan and .ssemble

Start by identifying a small, focused area in the wor&place' a corner of the warehouse, an office supply room, or a lab counter. This is especially helpful if implementing 5S for the first time> you4ll get comfortable with the steps and discover what wor&s and what doesn4t before applying the process on a larger scale. 2ext, identify and clear an area for storing red$tagged items. %t may be helpful to place signage on the wall to explain the area4s purpose or mar& the perimeter of the area on the floor with tapes to ensure it remains dedicated to storing items flagged with 5S red tags. (astly, determine ahead of time the maximum and minimum quantities of various ob:ects, supplies and inventory your selected space should have. 3efining 6excess6 will help in quic&ly deciding how much is too much of a certain item.

5S <ed Tags' 1valuate %tems

5nce you have an area to focus on, a location to temporarily store items with 5S red tags and an idea of what should exist in the space, you4re ready to start evaluating each item. #onsider the following questions during the process'

3o we regularly use this item to perform wor& tas&s+ 3o we need more of this item available for use to meet our defined minimum quantities+ 3o we need more than one of this item to perform required tas&s /when duplicates are present0+ %s this item located in a space where it does not obstruct wal&ways or pose a safety ris&+ %s this ob:ect functioning as intended+
%f the answer to any of these questions is 62o,6 get out your 5S red tags? 5bsolete items, bro&en items requiring repair, excess amounts of a particular item and items that pose a potential safety ris& or limit mobility are all great candidates for relocation or disposal and need a red tag. )e sure to completely fill out the fields on the 5S red tags. %nformation about who initially tagged it, why it was tagged, and what should be done with it will be useful down the line.

5S <ed Tags' !ollow Through

*ith unnecessary items removed from the immediate wor&space, there4s no doubt about it' 1veryone is breathing easier. There4s more room to navigate the wor& environment. 2eeded items are quic&ly accessible. Supplies and inventory are easy to locate and replace. "a&e sure the space containing items flagged with 5S red tags don4t become 6out of sight, out of mind6 points on the 5s agenda? Ta&e the time following the initial wor&space sorting to follow up on the prescribed actions prescribed on attached 5S red tags. %t needs to be repaired+ Send it in. %t needs to be properly disposed of+ #all the right people and have them ta&e it away. %t needs to be stored+ %dentify a permanent storage solution and get it moved over. *hen filled out properly, 5S red tags ma&e the process of finding a permanent home for less oft$used items a bree e. *ith the 6sort6 step in the 5s process underway, you4ll be on the right path to sustainable organi ation in the wor&place.

5s Standards
,ome - 5S - .rticles - 5S Standards Step !our in 5S, Sei&etsu, involves standardi ing wor& practices. )ut this is not what we4re tal&ing about when we are tal&ing about 5S Standards. *hat we are tal&ing about here are the standards followed when implementing and using 5S. %s there a standard 5S process+ .re there standard 5S procedures+ %s there a standard way to implement 5S+ .re there standards that can be used to measure 5S success+

FREE Introduction to 5S Guide "Introduction To the 5 S Program" So )hat are the 5S Standards?
The problem is, there aren4t any 5S standards. ,owever, there are some standards that apply to various activities that are a part of 5S. 5S involves getting cleaned up and organi ed. @etting organi ed involves signs and labels that identify materials, tools, supplies, locations and pathways. *hen ma&ing labels and signs you should be aware of the .2S% A595 standard.

5S Standard *" + ,no)

-SI .5/55

This standard describes the colors, designs and header text to be used for various types of safety signs. Bou should be familiar with .2S% A595 so that you will not use these colors, designs and headers when ma&ing 5S labels and signs. 2on safety related signs must be designed such that they are never confused with safety related signs.

!ree guide that descri0es the here#

-SI .5/5 standard is a1ai'a0'e

5S Standard *2 + 5S 3o'or 3oding

#olor coding is an important part of 5S. #olors are used to indicate locations and ownership. 7sing a standard color coding scheme throughout all of your facilities brings consistency and ma&es it easy to move from wor&ing in one location to another location. There is no official standard for 5S color coding. ,owever, @raphic Products has compiled a consensus standard. . free copy is available here. Bou do not need to use this 5s #olor #oding Standard. There is no government agency or organi ation that requires any type of standard for 5S color coding. .ll this standard does is provide a consensus of what others are doing. *ithout regard to what color coding standard you use, limit the number of colors to as few as can effectively be used. . proliferation of colors :ust results in confusion.

5S Standard */ + F'oor 4arking 3o'or 3oding

!loor mar&ing should conform to your general 5S color coding. ,owever, in your oval scheme of color coding you should ta&e into account that aisles and traffic lanes should be mar&ed with their own colors to designate them as pathways. .lso note that 5S uses a red tagging system for ma&ing unneeded items. 7sing red floor mar&ing to designate areas for placing unneeded items ma&es sense. )lac& and yellow tape is already recogni ed as indicating caution or a ha ard. So ha ardous areas should be mar&ed off with blac& and yellow floor mar&ing tape.

5S Standard *5 + Get E1eryone In1o'1ed

%f you want 5S to wor& in your wor&place, everyone needs to be involved. That includes management, all the way to the top. %f you are a small company, and the company owner is not involved in 5S, the employees will most li&ely not ma&e it happen. .t larger companies, if the plant manager is not involved, then the 5S program will die out. 5S involves putting in a little extra effort now, for big savings in the future. 5ur human nature is to put off until tomorrow, what isn4t an emergency today. %f employees don4t see that management cares about 5S, then typically they won4t care and nothing changes.

5S Standard *5 + There

re Fi1e S6s

!or 5S to be successful you must do all five of the 5S4s' C. 8. 9. ;. 5. Sorting /Seiri0 1liminate unneeded tools, supplies and procedures. Deep only the essential items. Store them in easily$accessible locations. .nything that is not needed is stored in a remote location or thrown out. Set in order /Seiton0 . place for everything and everything in its place. 1ach 6place6 must be clearly labeled or mar&ed. %tems that are used most often used should be the most easily accessible. Shining /Seiso0 #lean and &eep the wor&place clean and organi ed. Standardi ing /Sei&etsu0 *or& practices, locations, tools and procedures should be consistent and standardi ed. Sustain /Shitsu&e0 "aintain and review your 5S standards. @o bac& to step one and go through the first four steps of 5S again.

!ollow these 5S 6standards6 and you4ll be off to a good start in getting your 5S System up and running successfully.

5S $rgani%ation& It6s more than 7ust the $rgani%ing

,ome - 5S - .rticles - 5S 5rgani ation "any organi ations and facilities use 5S as their initial foray into (ean "anufacturing methods. 1asier than the intellectual and logistical deep dives required for Dai en, Danban, or Total Productive "aintenance /TP"0, 5S organi ation can be implemented relatively seamlessly as long as leadership reali es it4s not about the organi ation. Bes, 5S is about organi ing space and prioriti ing tools and assets, but it is not merely an exercise in cleaning up messy areas. %t4s about adding value, driving performance and changing the organi ational culture.

FREE Introduction to 5S Guide "Introduction To the 5 S Program" 5S $rgani%ation& 8it o! 8ackground

5S was developed li&e other lean programs as a best practice tool for Japan4s auto manufacturing industry. The five S4s refer to five Japanese terms that outline the implementation steps of 5S organi ation. 7a(enese Terms& " 2 / 5 5 Seiri Seiton Seiso Sei&etsu Shitsu&e Eng'ish Trans'ations& Sort Set %n 5rder Shine Standardi e Sustain

The primary ob:ective of 5S organi ation is to eliminate waste. . common misconception is that elimination of waste means organi ing and cleaning areas where process flow ta&es place. %t is actually elimination of waste throughout the process itself.

5S $rgani%ation& Per!ormance Re9uires 3u'ture 3hange

%n order for 5S organi ation to succeed, changing hearts and minds is as imperative as changing processes. . cultural paradigm shift throughout the organi ation needs to occur. !our clearly defined steps can provide inertia toward swift and successful culture change when launching 5S organi ation.

8ui'ding

)areness

<esistance is a natural first reaction to change in the wor&place. 5ften it4s the uncertainty of change that generates pushbac& rather than the change itself. )uilding awareness with everyone who will be impacted can be easily overloo&ed. (eadership li&ely has a deeper understanding of scope and intended results

since they have been involved with planning all along. Those impacted at all other process levels do not have the benefit of this institutional &nowledge, and may be unsure of their role or expectations. 1veryone who is involved needs to &now what4s in it for them. Tailor 5S organi ation benefits to each user group, and ma&e sure that critical players such as floor or shift managers are not only spun up, they 6get it6 and are on board with all stages of implementation and measurement.

8ui'ding :esire
Bou4ve told everyone involved with the new upcoming 5S organi ation what4s in it for them. 2ow, ta&e it a step further and illustrate the benefits of 5S implementation and management' for individuals, for teams, for the company. . sense of ownership in the process by all participants will contribute significantly to the speed and success of the program.

Pro1iding In!ormation
5&ay, everyone is sold on the new system. 2ow, it4s time to provide the tools for 5S organi ation implementation. Since 5S is reliant upon clear visual communication, it will be easier for participants to get spun up on organi ation aspects such as prioriti ation of assets, color$coding, and storage. .llow for open dialog during implementation. Provide ample resources for training, questions and feedbac&.

((raising and 4easuring

.lthough 5S organi ation aspires to perfection, your entire organi ation is not going to achieve it out of the gate. 5S capability will build with time, clear leadership and incentive$based feedbac& throughout the system. *hen set into place correctly and methodically, 5S will provide greater operational efficiency, clearer visual communication processes and a wor&force that is energi ed, empowered and motivated.

The 5s Process
,ome - 5S - .rticles - 5S Process The 5S Process is a way of improving productivity, quality, safety and employee :ob satisfaction by going through five steps that result in getting a wor&place cleaned up and organi ed.

FREE Introduction to 5S Guide "Introduction To the 5 S Program" The !i1e ste(s o! the 5S (rocess are&
Sort + identify items that are needed, sometimes needed and never needed. Those that are never needed should be disposed of. Those that are needed should be stored in close$by, convenient locations. Those items in the middle group, items that are only sometimes needed, should be stored away from the immediate wor& area. Set In $rder + in this step in the process ta&e the items that are needed to get the :ob done and create a nearby storage location. )ut this should be more than :ust a place to store equipment, tools, supplies and materials. Storage locations should facilitate returning items to their proper storage location. !or examples items and storage locations should be color coded so they can easily be matched.

.n important part of this step in the 5S process is to get everything mar&ed and labeled. (abels are used to identify items, their owners and their storage locations. #olor coding is an important part of the labeling system, as colors quic&ly communicate needed information. (abeling includes floor mar&ing. !or example, large mobile equipment should have storage locations mar&ed off on the floor. 3ura(abel is the brand to turn to for your 5S Process mar&ing and labeling needs. )ecause 3ura(abel supplies are Tough Tested, 3ura(abel is the only supplier that provides a five year warranty of the labels you ma&e. *ith 3ura(abel you get quality in the equipment, the supplies and the service that is not matched by any other label printer supplier. #all C$EEEF98G$H8;; today for more information about 3ura(abel printers. .s& for a free set of sample labels. Shine +with everything put in it4s place, the next step in the 5S Process is to get things cleaned up. "achines, floors, walls, rac&s I everything should be cleaned to remove dirt, debris, oil and grease. #leanliness not also ma&es it easier to &eep things organi ed, and ma&es for a more pleasant wor&place, one of the ma:or benefits is that it ma&es it easier to spot problems. !or example, a minor oil lea& on a clean machine become immediately obvious. This way maintenance issues can be addressed early, before they become big problems. Standardi%e +. &ey component of the 5S process is standardi ation. %t is much easier, and the 5S Process is much more li&ely to be successful, if standards are established and followed. That way everyone &nows what they are supposed to be doing. Standards and procedures should be posted so all employees can read and &now them. 5S process tas&s should be assigned, so there is no doubt about who needs to do what. Sustain +5nce the 5S process is 6complete6 there ids one final step. That is to sustain the process. <egular audits should be conducted to ensure the 5S process is still being fully implemented. Teams, crews and departments should audit themselves on a frequent basis, and post the results of the audit. %n addition. .udits should by conducted by people outside of the team, crew or department to provide a fresh view and evaluation. The 5S Process is a powerful tool that can be used to improve business operations. %t wor&s :ust as well in an office setting as it does in a factory. The concepts of the 5S Process are simple I clean up and get organi e I but the results are significant.

The 5S

udit Form

,ome - 5S - .rticles - 5S .udit !orm The 5S .udit !orm is used as a tool as a part of the fifth S I sustain. 1very area in your facility should be audited on a regular basis. #rews, departments or wor& groups should informally audit themselves wee&ly by see&ing feedbac& and evaluating their 5S status during wee&ly meetings. Someone from outside the crew, department or wor& group should perform a 5S audit on a regular basis. *hen 5S is first being implemented the outside audit might ta&e place once a month. 5nce it appears that 5S is being sustained, the outside audit might occur once a quarter. <egular audits are necessary to ensure that 5S efforts continue and that people do not slide bac& into old habits ta&ing shortcuts.

FREE Introduction to 5S Guide "Introduction To the 5 S Program"

The 5S .udit !orm is an important part of the audit. %t provides a chec&list to ensure the audit is both consistent and complete. .udit forms may vary from wor&place to wor&place to address specific problems or issues. The following provides a general overview of what is typically included.

Deep it simple. . detailed 5S .udit !orm that specifies everything to be chec&ed will result in people performing to the requirements of the form, instead of the requirements of 5S. @et the items on your 5S .udit !orm general in nature. The person conducting the audit can add comments to address specifics.

5S

udit Form Header

. 5S .udit !orm has three sections.

The top of the 5S .udit !orm should have an area for the following information'

rea udited& /%dentify the department or physical area being audited.0 :ate;Time;Shi!t& /*hen did the audit ta&e place.0 Em('oyee Inter1ie)ed& /.n audit involves tal&ing with people who wor& in the area.0 udit Team 4em0er<s=& /%dentify the person/s0 conducting the audit.0 Ty(e o! udit& /"onthly J Kuarterly J *ee&ly Self$.udit0 $1era'' Score& /,ave a large section at the top where the total score can be shown.0

5S

udit Form 8ody <Scoring=

The middle part of the 5S .udit !orm has a section for each of the !ive S4s. *ithin each of those sections has a series of questions that identify what the auditor is loo&ing for or inspecting. 1ach item on the list should be scored. 7sing a scale of F$5 is common'

F I 2o evidence of 5S seen C I Some evidence seen in a few areas 8 I Some evidence seen in multiple areas 9 I 1vidence seen in most areas ; I 1xtensive evidence seen 5 I 2o problems found The following are typical questions to as& on a 5S .udit !orm'

Sort&

 .re there any unneeded items /tools, machinery, supplies, rac&s, shelves, etc.0 in the area+ .re there any red tagged items that have been there more than four wee&s+ .re personal belongings properly stored+

Set In $rder&
.re the needed items conveniently located in visually designated storage locations+ %s moveable equipment stored in areas clearly designated by floor mar&ing+ .re shadow boards used for storing tools+ *hen not in use are items returned to where they
belong+ .nd stored neatly+

.re aisles and wal&ways clearly mar&ed and identified+ .re all machines, equipment, wor& areas, etc. clearly labeled or mar&ed by signs+

Shine&
.re all machines, wor&stations, floors, tables, cabinets, walls and all items in the area clean, free
from clutter, dirt, debris, oil or grease+

.re all machines maintained+ .re chec&lists up to date+ .re cleaning materials available+ .re all floor mar&ing, shadow boards, labels and signs clean and undamaged+ .re scrap bins, trash and recycle containers available and emptied on a regular basis+

Standardi%e&
,ave documented standards been established and posted on the first three S4s /sort, set in order
and shine0+

.re current standards being followed and improved+ /!or example, are the standards for
responding to missing tools, or lower than minimum levels, being followed+0 ,ave cleaning tas&s been assigned+ .re all parts and supply storage areas mar&ed, using a standard mar&ing and color coding system, including showing minimum and maximum levels+

Sustain&
,ave all four of the above S4s been fully implemented+ .re past audits posted and used for improvement+ %s 5S discussed at crewJdepartment meetings+ .re display boards up to date+

 %s the team auditing itself wee&ly and posting the results+

5S

udit Form Footer <3omments=

. section should be provided at the bottom of the 5S .udit !orm with plenty of room for comments. . good idea is to have several sections here. This will help prompt the auditor to include additional information and observations.

3omments + general observations and additional information about the audit. 3oncerns + additional information and observations about items above that were ran&ed particularly low. P'us Points + compliments about things that were particularly good or noteworthy. Suggestions + note actions that can be ta&en for improvement.

The 6Suggestions6 section is expanded, in some cases, to provide a suggested action plan. .n action plan identifies what needs to be done and whose responsibility it is to get it done.

Suggestions and .ction Plans should not be solely written by the auditor and imposed on those being audited. .ction Plans, in particular, should be developed wor&ing with those responsible for 5S in the area being audited. !irst go over the results of the audit, then discuss and agree on the action plan.

. 5S .udit !orm is a valuable tool both for implementing and sustaining 5S. %t serves to &eep a focus on the actions that create a 5S program that generates results. .nd it serves as a reminder that we need to sustain those actions, if we are to get the expected benefits from 5S.

"ar&ing, labeling and signs are an important part of 5S. 3ura(abel has everything needed for 5S mar&ing, labeling and signs. )ut with 3ura(abel you get something different. Bou get 3ura(abel quality and value, both in our products and the customer service that bac&s those products. !or example, with 3ura(abel you never need to purchase a service contract, you can quic&ly get expert answers to your questions at any time, for as long as you are a 3ura(abel customer. @ive us a call today at C$EEE$98G$ H8;; to learn more about 3ura(abel. .s& about our special 3ura(abel 5S Pac&ages.

5S, >ean and >a0e'ing

,ome - 5S - 5S (abeling

>earn To :o E!!ecti1e >ean >a0e'ing

.part from the obvious organi ational benefits, labels are used as an effective tool for visual communication. %n &eeping with the philosophy of 5S, which aims to clean, organi e, and streamline wor&place spaces and processes, labels become an important tool.

FREE Introduction to 5S Guide "Introduction To The 5S Phi'oso(hy"

Three ,ey E'ements in >ean >a0e'ing&

>a0e' Sha(e& The location for each tool is indicated by a painted outline of the tool4s shape. >a0e' 3o'or& #olor coding aids organi ation by visually clarifying where things ought to go. %n the picture to the left, this group of cleaning supplies is categori ed according to use and identified with a bright orange color. >a0e' Te?t <and images=& The text and graphics used on a label communicate very specific information and eliminate confusion. (abel text should be clear and concise. (oo& at the photo above. 1ach tool is identified using all three elements of lean labeling. The orange color indicates the type of supplies> the outlined shape of each ma&es their given storage locations easily &nown> the text on the label clearly identifies the name of each tool. 1ach of these labels was made using the 3ura(abel printer and 3ura(abel supplies, a handy thermal$ transfer des&top printer that can easily and conveniently print labels and signs with your customi ed text and graphics. The tool outlines were made using 3ura(abel vinyl tape, a method that is faster and cleaner than applying paint. Simply apply the self$adhesive 3ura(abel vinyl tape to a flat surface where the tool will be stored. ,old the tool in place on top of the vinyl tape and use an 1xacto &nife to cut around its shape. Then peel away the unwanted portion of the tape. I! the sur!ace can 0e damaged a!ter (ee'ing o!! the 1iny' ta(e, do not remo1e the (a(er 0acking# (ay out of the vinyl tape on a table using mas&ing tape to hold the vinyl tape in place. .fter it has been traced and cut to the required shape, remove the bac&ing and stic& it in place. )ecoming more efficient and productive is easy with the 3uralabel P<5 Printer. 3urable, high$quality, 5S,. safety signs, ha ard warning labels, directional signs, identification signs and labels, and equipment maintenance and operating information can all be printed easily and conveniently. 1ach will help your facility achieve 5S visual communication and organi ation.

5S >a0e's @ Signs
,ome - 5S - "aintenance (abels

4aintenance and $(erating In!ormation FREE Introduction to 5S Guide "Introduction To The 5S Phi'oso(hy"
"aintenance and operating information should be clearly available at the point of need. To get 5S$savvy, get your facility cleaned up, and then maintain that cleanliness through regular inspections and preventive maintenance. Signs and labels are used to provide chec&lists and procedures that need to be followed at the beginning or end of a shift, or when a machine is started or shut down, or when there are tas&s that need to be done periodically /wee&ly, monthly, etc.0. %nformation posted at the point of need ensures wor&ers have the information they need, when they need it. E?am('es o! this ty(e o! in!ormation inc'ude&

"achine startup procedures "achine shutdown procedures Security procedures 3aily equipment inspections )eginning of shift safety inspections 3aily preventive maintenance Safety information Startup sequences 3aily schedule (oc&out J Tagout information