5S EVALUATION SHEET

5S EVALUATION SHEET

1st S: Sort through/sort out

Eliminate what is unneeded and decide what is needed

Check item

1.

Unneeded pallets / boxes / raw

materials / consumables / finished
products in the workplace

Question

Is the workplace cluttered with

unnecessary pallets, raw materials,
drums, inventory or finished products?
Are there any obsolete products in the
workplace? Have chemicals and
consumables been sorted according to
their use and their nature?

INITIAL SITUATION

FIRST IMPROVEMENTS

DEVELOPMENT

INTEGRATED SYSTEM

EXCELLENCE

NO DISTINCTION BETWEEN NEEDED

AND UNNEEDED

ELIMINATION OF UNNEEDED ITEMS IS IN

PROGRESS

UNNEEDED AND NEEDED ITEMS HAVE

BEEN SEPARATED

CLEAR LOCATION FOR ALL NEEDED

ITEMS

LOCATIONS FOR ALL NEEDED ITEMS

ARE CLEAR AND VISUAL

Unneeded raw materials, packaging

materials, inventory and finished products
have been eliminated from the workplace.
The work area only includes materials used
on a daily basis. Corridors and safety exits
are clear. Chemical products, scrap
materials and

The necessary quantities of materials,

packaging or pallets have been defined. The
areas for boxes, pallets and finished
products around the machines or in the work
area are defined. Dangerous products and
consumables have been sorted according to
their n

Large quantities of finished products and

raw materials are stored in the work area
and in corridors instead of being stored in
the warehouse or in a specific area. There
are pallets, drums, packaging materials in
the work areas and in corridors. Safety e

2.

Are there any unneeded tools, jigs, dies,

Unneeded tools, jigs, support material moulds or accessories (wrenches,
or accessories
scrapers, gloves...) in the work area? Is it
possible to distinguish between needed
and unneeded items?

Unneeded tools, jigs and accessories lie

about in the workplace, in drawers, on
machines, drums, or on the worktables.
Shelves and cupboards are filled with
useless tools and other old items. Machine
tools are put away in a jumble. Some tools
are in perso

3.

Unneeded machine or other

equipment

There is some unused equipment in the

Are there any unused machines or other
workplace, in the aisles or in the storage
equipment in the workplace? (worktables,
areas. Forklift trucks have no specific
shelving, packing machine, etc).
locations.

Unneeded documentation, visual

displays, books, drawings

Are there any unneeded or obsolete

instructions, procedures, memos,
drawings or visual displays in the file
cabinets, on the workstation and on the
walls?

The workplace (workstation/monitoring

room) contains documents/files that are
unneeded or that have been kept in the
wrong place (old calendars, memos, files,
drawings, catalogues).

1
(*) PPE: Personal protection
equipment

Saint-Gobain HPM Sector

Suggested methodologies:

There are no unneeded drums or pallets in

the work and storage areas. All products,
consumables and materials have specific
locations defined on the basis of a 5S flow
map (which identifies the best locations to
reduce motion waste), and they are kept in

All locations for finished products, materials,

packaging materials, are visually indicated.
Minimum and maximum levels have been
defined, with a visual system for
replenishment. An area for tagged products
(with no clearly defined usage) has been
clearly

3-4

Tools/items on shelves, in cupboards have

been partly sorted and put away, and tagging
of unneeded items is in progress. Machine
tooling is put away in specific spaces. There
are still a few non-defined tools or items on
cupboards, machines or about.

No unneeded items can be found in the

workplace: the items with no specific
location are clearly identified for action.
Machine toolings and jigs have been sorted
out and put away in a specific place. Screws,
electric and mechanical pieces are being
sorte

Only tools and items used regularly for

daily/shift production can be found in the
workplace: their locations are clearly
marked, together with necessary quantities.
Cupboards have been completely cleared of
useless items. There are no tools in
personal l

There are only the needed tools in the

workplace: a list has been established.
There are only clearly identified items in
cupboards or on shelves. There are no more
personal toolboxes, except for specific uses.
The tagging process is carried out every tim

3-4

All machines in the area have a specific use,

and all unneeded items have been removed.
Forklift trucks have a defined location.
Sporadically used machines/equipment are
put away in a specific location. The machine
and protection guards have been identifi

All equipment in the area has a specific use.

They have defined locations and their
names are displayed. All forklift trucks have
a clearly defined location in every area
where they can be used.

All equipment in the work area has a specific

use and a clear location. Forklift trucks have
specific allocated spaces everywhere they
are used. All machines or equipment used
sporadically have a specific location, well
indicated, and anybody can get them

3-4

All unneeded papers, documents and files

have been discarded, and the necessary
documents have been sorted depending on
how frequently they are used. Teams have
standardized their documents.

All procedures and notes are up-to-date and

forms/instructions are related to current
work. A location has been defined for the
support documentation necessary for all
operators.

Only the documents necessary for daily

production activities and process monitoring
can be found in the workplace, in specific
and visually indicated locations.

3-4

Unneeded machines have been removed.

There are still a couple of unused or very
rarely used equipment in the workplace.

Instructions on the desks or workstation are

not all related to current work. A few old
memos. Drawers are still full of papers and
each team runs its own document system.

2
Yellow tagging for undefined items Tagging list and action plan.

28/06/05

Productivity Group Europe

2nd S: Set in order

Define a specific location for every item needed

Check item

1.

Identification of production units

,piping, machines, running condition
and flow

Question

Are production units, workshops,

machines, piping, production lines and
processes clearly identified and visually
displayed?

INITIAL SITUATION

FIRST IMPROVEMENTS

DEVELOPMENT

INTEGRATED SYSTEM

EXCELLENCE

LACK OF ORGANIZATION AND ORDER

WORKPLACE ORGANIZATION IS IN
PROGRESS

LOCATIONS ARE BEING VISUALLY

IDENTIFIED

A VISUAL CONTROL SYSTEM IS BEING

IMPLEMENTED

A VISUALLY ORGANIZED WORKPLACE

There are no (or very limited) visual

indications of the names of the production
units, nature of processes, areas, names or
numbers of lines and machines.

All units, lines and machines are identified

with a name or a number that is clearly
Production units, machine names, as well as
indicated and visible from a distance.
process types, are indicated. All machine
Machines and workstations are well-lit.
guards are in place,
Piping contents and direction of flow have
been identified.

2.

3.

Organization of tools, jigs, support

materials and machine accessories.
Location for PPE* and safety material

Delimitation of floor areas, aisles,

storage areas for materials and
finished products. Location and
supplies of items in shelves/on
storage racks (consumables, bottles,
rolls, tapes, etc).

Are accessories, jigs and tools arranged

and ordered rationally, in order that they
can be easily taken and returned into
place, depending on how often and where
they are used?

Are there any markings to clearly identify

floor areas, aisles, walkways, scrap and
storage spaces? Are there labels
indicating all items location and their
quantities on shelves? Are PPE* and
safety materials arranged rationally and
easily-accessible?

Presence of the necessary documents

in the production unit and at the
Are all documents essential to the activity
workstation (SHE* documents, job
well-arranged and clearly identified?
forms, work instructions, etc)

The locations for the tools necessary to the

workstation are not visible. Tools have no
allocated space. Machines tooling and
fixtures are in a jumble in dark, unidentified
areas.

Tools have a defined location, with a clear

labeling and color codes. Tooling, machine
Tools have a defined location, but they are
accessories and jigs are organized
not always in that location. Fixtures, toolings
according to size and frequency of use. The
and machine accessories are stored in
tools necessary in each point of use have
specific areas.
been supplied and have a specific location,
cle

(*) SHE: Safety, Human, Environment

Tools are actually in the right place, and they

are visible at once. Tools locations are
visually controlled, with clear and legible
markings of their dimensions or conditions
for use.

All equipment, their functioning conditions,

and the safety conditions that are to be
respected are clearly marked with a visual
control system.

A list of the necessary tools is displayed at

every workstation. Equipment accessories
are well-defined. Codes and colors indicate
where they are to be put away. A standard
for arranging tools and accessories has
been created and is displayed.

3-4

There are no signs to indicate floor areas,

passageways and pedestrian areas. Areas
for storage and scrap, safety issues are not
indicated or have disappeared. The labels
indicating locations in cupboards or shelves
are nonexistent, spoiled or cannot be r

Storage areas, pedestrian areas, exits,

safety issues and passageways are
identified, but not respected. Markings are
not always clear, or there are a few location
indicators, but they are not always respected
or not precise enough. PPE* have a specific
l

Storage areas, pedestrian areas, aisles and

passageways are well indicated.
Passageways are clear. All storage is
carried-out as indicated. Forklift trucks
locations are identified. Items in cupboards
or on racks are well-identified, marked and
labeled. M

Storage areas, pedestrian areas and

passageways are visualized or painted with
specific colors. All storage are carried out in
the areas indicated. Passageways are clear,
and dangerous areas as well as forklift
trucks, ramps paths can be identified at a g

Materials, packaging and finished products

locations, as well as flow directions and
hazardous areas, can be identified at a
glance.
A list of contents is displayed on all
cupboards and shelves. A visual system has
been set up for the replenishment of the

3-4

SHE* documents and job instructions are

well organized and visible, and specific
spaces with color codes corresponding to
the nature of documents have been defined.

Job instructions, batch forms, order forms,

quality forms and other documents (specific
operating procedures) are visually marked,
codified with well-defined sequences.

Instructions, standard operating procedures

and safety instructions can be identified at a
glance on each workstation, and globally in
all areas of the workplace.

3-4

All necessary documents (SHE* documents,

All SHE* documents and other documents
batch forms, quality forms, etc) cannot be
have an allocated space and are available
found on the workstation, or they are in a
on the workstation
jumble and difficult to identify and read.

1
(*) PPE: Personal protection
equipment

3-4

There are visual markings for all equipment,

silos, supplying inlets, and a system has
been implemented to identify when they are
functioning.

Suggested methodologies:

2
5S flow map
Color codes / addresses codes
Photos

Saint-Gobain HPM Sector

28/06/05

Productivity Group Europe

3rd S: Shine and sweep

Keep the workplace clean and eliminate abnormalities

Check item

1.

2.

3.

Cleaning tools, materials and

equipment

Cleanliness of workstations,
machines, equipment, accessories
and piping. Elimination of sources for
dirt and contamination

Cleanliness of floors and scrap areas

Question

Are cleaning tools, equipment materials

available, accessible and adapted?

Are machines, workstations, piping,

cabinets, shelves clean? Have
contamination and dirt causes (leaks,
dust) been identified and treated?

Are floors, aisles and scraps, scrap areas

clean?

INITIAL SITUATION

FIRST IMPROVEMENTS

DEVELOPMENT

INTEGRATED SYSTEM

EXCELLENCE

ENVIRONMENT NOT CLEAN

CLEANLINESS IS IN PROGRESS

CONDITIONS FOR A CLEAN

ENVIRONMENT ARE BEING
ESTABLISHED

CLEANING AND INSPECTING BECOME A

HABIT

CLEANING AND INSPECTING ARE PART

OF THE CULTURE

The necessary tools (shovel, clothes,

brushes), products (detergents) and
equipment (vacuum cleaners) for everyday
cleaning are not all available or in a good
state, or they have no defined location.

There are clearly defined and visualized

Cleaning tools and materials have been
Cleaning tools, materials and equipment are locations for cleaning instruments, materials
identified, they have been allocated a space, available and they have a specific allocated and equipment, with available material
but they are not all in that space.
space.
everywhere it is needed, in different points of
the workplace. All addresses are marked.

3-4

Workstations, machines are dirty: there are

overflows, swarm, leakages, dust,
fingerprints. Dirt and contamination sources
are not treated: there are oil leaks, dust and
overflows.

Machines are not very clean: all overflows,

leaks and dust are not under control.
Workstations (drawers, cupboards, shelves)
are not completely clean. Some
contamination sources are identified with
tags. Some of them have been treated or
are being treated

Machines are moderately clean: there are

still cables, PPE and areas difficult to reach.
Workstations are clean.
The main contamination sources are
identified with tags and they are being
improved or a team is analyzing the
problem.

Workstations , machines and piping are

clean. equipment, machine accessories,
tools and racks are clean.
All identified contamination sources are
being improved or are planned to be.

Machines are quite clean, and hard-to-reach

areas have been removed or adjusted.
Workstations are perfectly clean, there are
no fingerprint or dust. All contamination
sources are being improved. Some
improvements projects are still going on and
are displa

3-4

Floors and passageways are rather clean,

Floors are dirty; there is dust, oil and product
but floors in the work areas are dirty, soiled
stains. Containers and bins are dirty and
with oil and dust. Containers and bins are
they sometimes overflow.
emptied regularly.

Cleanliness behaviors and rules

Is cleanliness a usual team concern? Is

cleaning an ongoing team activity?

Cleaning programs are nonexistent, not

regular or not applied; weekly cleaning has
not been done; clothes are dirty.

Cleaning programs are displayed. They are

not always completed for lack of time.

Suggested methodologies:

Saint-Gobain HPM Sector

Cleaning tools, materials and equipment are

clearly identified in well-defined areas: their
list has been established in every production
unit and the operators in charge of their
maintenance
and
replenishment
are
indicated.

Floors and all the workplace areas are

perfectly clean and markings are in a very
Floors are quite clean, even nearby or under
Floors are clean, bin/scraps areas and
good condition. A team is responsible for
machines and piping, and in all work and
containers are clean and emptied regularly.
every area in the plant. Responsibilities are
storage areas.
defined for control of cleaning and extraction
systems.

3-4

The cleaning activities planned at the

workstation are adhered to.

3-4

The workplace is divided into areas, and

teams are responsible for them. The
planned cleaning activities are carried out
according to the programs. Working clothes
are clean.

The planned cleaning activities are carried

out according to schedule. Working clothes
are clean. Cleanliness criteria are on display
on every machines. Changing-rooms,
similarly to all the workplaces, are quite
clean and well-kept.

Red tags - Cleaning program - Photo showing a cleaning standard - Map of the setting with divided areas

28/06/05

Productivity Group Europe

4th S: Standardize
Create a visually managed workplace

Check item

Visual standards for marking,

signboarding and tools management

Question

INITIAL SITUATION

FIRST IMPROVEMENTS

DEVELOPMENT

LACK OF STANDARDS

A FEW STANDARDS ARE ESTABLISHED

STANDARDS ARE BEING DEVELOPED

Are there existing standards and a shared

Marking rules and color codes are not
coding system for areas, tools ,pipes and
clearly defined for the site.
equipment markings?

Orderliness and cleaning standards

Have cleaning routines, Orderliness

standards and inspection routines been
visually standardized?

There are no cleanliness standards.

Cleaning and inspection programs are
neither visible nor clearly formalized.

Production operating procedures,

safety and quality standards

Are production rules operating

procedures and safety standards, clear
and accessible? Are there dangerous
activities in the workplace that have not
been defined and visualized by a
standard?

Operating rules and procedures are not

clear; the process is uncertain or it results
from a habit. There are no traces of quality
forms or specific instructions. There are no
appropriate and visualized safety rules for
hazardous operations. No visible saf

Consumables, supplies and raw

materials management

Are there standards for the management

and supplying of consumables and raw
materials?

There are a few cleaning rules or

instructions for some workstations, but they
are incomplete.

Some rules are formalized, operators are

trained and work according to habits. There
are instruction and quality forms at the
workstation.
safety instructions are displayed where
hazardous actions take place. Displays and
visual controls of safety condit

There are no standards for the management

of consumables, cleaning products and
Minimum and maximum quantities for
materials in the workplace. There are
products used regularly have been defined.
occasional stock shortage situations.

Saint-Gobain HPM Sector

Standard colors have been defined for floor

markings (raw materials, finished products,
bins, etc) and are implemented in all
workplaces.

28/06/05

INTEGRATED SYSTEM

A VISUAL CONTROL SYSTEM IS IN PLACE ALL SITUATIONS ARE UNDER CONTROL

Tools are marked with defined color codes:

locations are identified according to color
Colors, coding systems for tools , jigs and
standards and to an established codification
pipes have been defined and are
system. Moulds, fixtures and machine
implemented.
accessories are marked out with defined
codes.

3-4

EXCELLENCE

The standards to avoid dirt have been

defined by teams and displayed where dirty
operations take place. Cleaning and
Cleanliness and cleaning standards are
inspection routines, as well as cleanliness
displayed and integrated into daily team
criteria, are displayed. All disposal recipients activities.
have been identified, and all discarded
mater

A visual system has been defined for tools,

equipment and accessories organization
and management. A reference book has
been created with all the standard operating
procedures for cleaning and organization of
moulds, dies and jig storage, et).

Each team manages its own cleaning

schedule and inspections, has a checklist of
specific control points, and all areas are
clean and under control.

3-4

Instructions are clear and visually indicated

on all workstations: production and process
parameters (weight, pressure, temperature)
are visually indicated.
All rules for dangerous activities have been
standardized
and
displayed
where
operations take plac

Quality parameters and standard operating

procedures are displayed at each
workstation.
Visual standards for hazardous activities are
clearly displayed where hazardous
operations take place, and they are adhered
to.

3-4

The management of consumables/ various

kinds of products is under the responsibility
of teams operators: a visual standard allows
to see at a glance when products need
resupplying.

Teams have a checklist that they can refer to

for a regular checking of reorder levels.
Checklists are displayed and integrated into
teams routines, and replenishment
standards are fully respected.

Systems have been set up with warehouses

or suppliers (FIFO, Kanban system) for the
regular replenishment of products necessary
to the teams, and they are fully respected.

3-4

The process is defined by clear, visual

standards which are adhered to. Process
malfunctions will be seen at a glance.
Mistake-proofing systems are developed to
prevent dangerous operations.

Productivity Group Europe

5th S: Sustain
Sustain improvements and make further company wide
improvements
Check item

1. 5S project with management

commitment and a Steering
Committee

Question

Is there a formal 5S program with

management commitment? Is the 5S
vision shared in the plant? Are targets
clearly communicated? Are there an audit
system and a reporting system in place?

INITIAL SITUATION

FIRST IMPROVEMENTS

DEVELOPMENT

INTEGRATED SYSTEM

EXCELLENCE

NO REGULAR 5S ACTIVITY

REGULAR 5S ACTIVITIES ARE STARTING

CONTINUOUS IMPROVEMENT
ACTIVITIES ARE BEING DEPLOYED

A CONTINUOUS IMPROVEMENT
CULTURE IS ESTABLISHED

INTENSIVE CONTINUOUS
IMPROVEMENT ACTIVITIES ALL OVER
THE PLANT

The 5S are not integrated into the activity.

No formal program . Management is not
aware of the benefits. The Steering
Committee members do not carry out any
audits. The nature and the objectives of the
5S project are not displayed and known by
everyone.

2.

5S training and team activities.

Audits and follow-up

Ideas for improvement, problems

solving and action projects

Have improvement suggestions, projects

and action plans been structured and
visually displayed, and are they visible to
everyone?

There are no recent improvement

suggestions, or visible action projects.

Performance indicators

Is everyone informed of the workplace

past and present achievements?

There is no displayed indicator of the

production unit performance and of the 5S
progress.

Saint-Gobain HPM Sector

A large part of workshop operators have

All workshop operators have not been
been trained to the 5S, the 5S team activity
Have all operators been trained to the 5S
trained to the 5S and there is no evidence of board is set up, but regular team activities
and is there a continuous 5S team activity
team activity.
have not started yet. All documents are not
all over the plant, with a regular audit plan
up-to-date. Some audits have been
clearly defined for all the teams?
scheduled, but they are irregular, and the
last

3.

The Steering Committee has started audits

and performance meetings, but they are not
The Steering Committee audits are
carried out regularly. 5S achievements are
scheduled on a regular basis in the
amongst the managerial staff priorities and
workshops. 5S are part of team activities.
they are followed during workshop meetings.

3-4

All workshop operators have been trained in

5S. Each team is responsible for an area,
and a meeting point with an activity board
has been set up. Regular meetings and
teams are developing.
Audits are made by the whole team,
supervisors and operators, as

3-4

Several improvement ideas have been put

A couple of recent improvement ideas and a
forward, they are recent and well displayed
couple of issues have been targeted for an
on the team activity board. Meetings aimed
improvement project and are displayed in
at solving some particular issues have been
the workshop.
scheduled.

The Steering Committee audits are part of

the reporting system and teams priorities are
regularly defined with the managerial staff
and the Steering Committee.

Everyone takes part in the 5S activities and

each team is responsible for an area. Some
time is allocated to the 5S activities. Team
members photos are displayed on activity
boards together with team action plans.

Each team is responsible for an area in the

workplace. The activity board is a regular
and systematic meeting for the team;
documents are up-to-date. There is a 5S
coordinator in each team. The planning of
team audits as well as all the elements of
the te

Audits are made regularly and lead to im

All identified issues are subject to

improvement projects and displayed on
activity boards. Abnormalities are subject to
a clear improvement process. Action plans
are shared out between team members and
displayed on the team activity board.

A process for the treatment of abnormalities

(problem solving methodology) and the
follow-up of improvement ideas has been
set up. Teams have set up a very efficient
and shared organization for problem
analysis and action plans follow-up.

3-4

There are a few performance indicators, but

they are not up-to-date, they are still too
global or do not reflect correctly the
production unit performance.

The workplace performance indicators are

displayed and up-to-date. The results for 5S
audits
and
indicators
related
to
improvements due to the 5S are displayed
on the activity board or in the production
unit.

The performance indicators are followed by

the teams and the 5S action plans progress
are being related to a process indicator and
to a financial indicator.

3-4

28/06/05

Steering Committee audit programs and

results for all production units and all the
teams priorities are displayed in a place
shared by all personnel

All teams develop their own action projects,

process and performance indicators.

Productivity Group Europe

OFFICE 5S CHECK LIST

OFFICE 5S CHECK LIST

1st S: Sort through/sort out

Check item

Eliminate what is unneeded and decide what is needed

Question

3-4

INITIAL SITUATION

FIRST
IMPROVEMENTS

DEVELOPMENT

INTEGRATED
SYSTEM

EXCELLENCE

SCORE

1.

Unneeded objects

Are there any unneeded things (newspapers, samples,

various items) on shelves and in file cabinets?

2.

Unneeded files

Are there any files requiring specific archiving?

3.

Cables and wires

Are there any computer cables and wires lying about on

the floor?

4,

Walls, equipment and partitions

Are walls, machines or boards covered in unneeded

calendars and posters?

Total S1

Saint-Gobain - HPM Sector

28/06/2005

Productivity Group Europe

2nd S: Set in order

Check item

1.

Shelves and filing cabinets

Define a specific location for every item needed

Question

3-4

INITIAL SITUATION

FIRST
IMPROVEMENTS

DEVELOPMENT

INTEGRATED
SYSTEM

EXCELLENCE

Are shelves and filing cabinets identified with labels,

markings and visible codes?

SCORE

2
2

2.

Documents, files and binders

identification

Is there any indication of title, number, name of person in

charge, and/or date on file or binders?

2
2

3.

Easiness of use

Are documents, stationery, materials well-ordered and

easy to reach and return to their location?

1
1

4,

Areas indication

Are the various areas, cabinets, and offices clearly

identified?

2
2
Total S2

Saint-Gobain - HPM Sector

28/06/2005

Productivity Group Europe

3rd S: Shine and sweep

Check item

Keep the workplace clean and eliminate abnormalities

Question

3-4

INITIAL SITUATION

FIRST
IMPROVEMENTS

DEVELOPMENT

INTEGRATED
SYSTEM

EXCELLENCE

SCORE

1.

Cleanliness of floors and walls

Are floors, carpets and walls clean, do paintworks need

re-doing? Are windows, shelves and plants regularly
dusted and cleaned?

2.

Updating tasks

Is there a specific person in charge of keeping files up-todate for each subject?

3.

Wastebaskets

Are wastebaskets and destroyer bins regularly emptied

before they overflow?

4,

Feeling of tidiness and cleanliness

Offices are clean, few documents are not filed.

Total S3

4th S: Standardize
Check item

Create a visually managed workplace

Question

3-4

INITIAL SITUATION

FIRST
IMPROVEMENTS

DEVELOPMENT

INTEGRATED
SYSTEM

EXCELLENCE

SCORE

1,

Visualization

The location of files, books, articles and stationary can be

seen at a glance. All cabinets are visually defined with
their contents.

2,

Confidential documents and archiving

Is there a procedure for dealing with confidential

documents and archives?

3,

Shared filing

Have team defined a shared filing system in the computer

system and are the work-in-process files managed with a
visual system indicating progress level and things to do?

4,

Stationary

Are minimum supplies levels clearly indicated?

Total S4

5th S: Sustain
Check item

Sustain improvements and make further company wide

improvements

Question

3-4

INITIAL SITUATION

FIRST
IMPROVEMENTS

DEVELOPMENT

INTEGRATED
SYSTEM

EXCELLENCE

SCORE

1,

Meetings

Do team members carry out regular meetings in a

specific area?

2.

Work schedules and performance

Are activity scheduling, departments tasks and

performance indicators clear and visualized?

3.

Schedules

Are meetings and traveling schedules clearly visualized

and displayed?

4,

Audits and updating

Have dates been set within the team for audits, and to
update and dispose of documents?

Total S5

Saint-Gobain - HPM Sector

28/06/2005

TOTAL SCORE

% of ultimate target

5.83%

Productivity Group Europe