Introduction

5S means work place management. It is a system to reduce waste and optimize productivity through
maintaining an orderly workplace and using visual cues to achieve more consistent operational
results. Implementation of this method "cleans up" and organizes the workplace basically in its
existing configuration, and it is typically the first lean method which organizations implement.

The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and Sustain
(Shitsuke), provide a methodology for organizing, cleaning, developing, and sustaining a productive
work environment. In the daily work of a company, routines that maintain organization and
orderliness are essential to a smooth and efficient flow of activities. This lean method encourages
workers to improve their working conditions and helps them to learn to reduce waste, unplanned
downtime, and in-process inventory.

A typical 5S implementation would result in significant reductions in the square footage of space
needed for existing operations. It also would result in the organization of tools and materials into
labeled and color coded storage locations, as well as "kits" that contain just what is needed to
perform a task. 5S provides the foundation on which other lean methods, such as TPM, cellular
manufacturing, just-in-time production, and six sigma can be introduced
1S: SEIRI
Organization or re-organization is to sort out unnecessary items in the work place and apply
stratification management to discard them.
Things not belonging to that area to be removed from there.
If repairing is required, separate them and get them repaired.
If it has to be discarded, decide first whether it has some scrap value, then sell them at the
right time.
If the item is all right but not useful to you, and you cant sell them, but can be utilized by
someone else, who needs it send it to them.
Items which need to be discarded must be discarded in such a way that what is discarded will
not harm society, environment and even animals.

Actionable
Collect worst point photographs of the respective area including common areas.
Share the photographs with the entire team member to get creative ideas for improvement
of the same.
Identified red tag area for each zone.
Put Red tag on unwanted material and shift to red tag area.
Audit with the team for any unwanted material in the area and move and transferred to Red
tag area.
2S: SEITON
Neatness: Put the things in a proper neat way. Everything should have a place and everything should
be in its place.
Decide the place for all wanted items, mark the place, and put label on items.
Arrange the Items in such a way so that they can be picked up easily for use.
During storage, keep in mind the height, weight, size, shape, safety etc. of the item.
Functional storage of items will help in our day to-day use and functioning.

Actionable
Decide the place for all the wanted material separated during 1S.
Label the drovers, cupboards, storage and pallets.
Put marking on the floor separating walk ways, material movement and vehicle movement.
Display the direction and layout of the location wherever required.
Notice boards to be displayed with removal date to be mentioned on each notice

3S: SEISO
Cleaning: Here cleaning is in the form of cleaning inspection. When we are doing cleaning, we are
also inspecting simultaneously, if something is unnecessary we are discarding those things under 1S
and if during cleaning we have seen that many item is not kept in its proper place and we put them in
its place, then we are doing under 2S. Hence whenever we aredoing 3S, it means that we are doing
1-S and 2-Ssimultaneously. In addition, we also check for the health of the machine, the
lubrication, electrical connections etc.

Actionable

Cleaning should be done first at Macro level.

Then individual item wise, machine wise, all drovers and tool boxes.
Cleaning schedule to be fixed including all hidden areas in the respective area like below
staircase, top of almirahas, windows etc.
Simultaneously audit 1S and 2S status and take necessary action
Simultaneously audit 1S and 2S status and take necessary action.
Clean your work place completely so that there should not be any dust on the floor,
i4S: SEIKETSU
Standardization: When we are doing 1-S, 2-S and 3-S, we maybe facing number of problems. In 1-S
it is very easy to discard items, but think why this has become unnecessary, in 2-S if things are not in
proper place we simply put them back in their proper place. Here, we have to think why this has
happened. In 3-S, area is dirty we clean it. Here, again we have to think as to why this had become
dirty. What is the system of cleaning, can we change the equipment/way of cleaning, and can we
arrest the source by which the area has become dirty. All these thinking will give some solution
through Brain Storming. Try to find out good solutions and standardize them as a part of the system.

5S: SHITSUKE
Discipline: This means whatever system we are having or developed under 4-S they have to be
followed in such a way that, standard practices become a part of our lives. This will help to maintain
high levels of work place organization at all the time
Advantages of 5-S
SEIRI
Saving in usage of space
Removal of excess parts/ machines.
Extra Space made available in filing cabinets/ shelf
Easy access to things.
Increase in safety.
Preventing rusting or damage to materials.
Inventory controls.
Timely repair of equipments.

SEITON
Helps reducing time consumed in searching materials for use.
Creates work effectiveness.
Improves work place utilization.
Creates safety atmosphere.
Easy to inspect and recognize when materials are taken out from their
Location.

SEISO:
Good neat and clean working place. --
Motivates for effective functioning.
Increase the efficiency of machines and equipment.
Increase in machines and equipment life.
Creates safe environment and working condition.
Reduction of wastage.

SEIKETSU
Proper and nice working areas.
Helps in educating new persons joining the area
On Standard methods in practice.
Reduce the breakdown
Visual management improves work efficiency.
(A separate sheet is enclosed on visual management)

SHITSUKE
Habit development to be self-disciplined.
Healthy atmosphere.
Improves safety and hygiene
Develops team work.
Develops ability to think and analyses causes for short-comings.
Develop a mind set for improvement and control (preventing recurrence
Implementation of 5S in Sesa Sterlite Energy
Implementation plan

After awareness program to Sr. Executives, they must implement 5-S in their respective
office/chamber. This should start from head of the plant. This will provide credibility.
Management should observe the status of a few important areas which are no mans land,
before starting 5-S in specific areas, viz. Toilets, Main Gate, Cycle/Scooter stand, Canteen,
Hospital, Places where Drinking water, Notice Board, P&A department etc.
Divide the total area into convenient zones. HODs will be the convener of the
zones.
HOD will further divide the zone into sub-zones. This may be in required numbers. For each sub
zone, HOD will make someone responsible. They will be the council member for that zone.
Council members may further divide the sub-zone into sub-sub-zones. Member of such sub-sub-
zones will depend upon the number of employees working in that area as each and every person
will be responsible for the area assigned to them.
Group will visit each corner of the area and modify the action plan as may be
suitable for the working place.

Individual Responsibility for common areas

Normally each employee is responsible for his/her own area. But what about the
following:-
A. Common areas : Areas which is being used by more than one person e.g. toilet,notice board,
drinking water area, displays, electrical fittings, door, entrance floor, walls, windows, common
storeroom, lawn, etc.

B. No mans land : Areas under the zone e.g. roof, water tank, drainage,
surrounding areas, etc.

C. Hidden areas : Areas under the zone but not directly visible e.g. Below/behind/above, unused
rooms, almirah, behind the curtain, behind the
Machines, Behind the photographs displayed, above the equipmentsetc.Now list out the employees
working in that area. Common areas will rotated but fix the responsibilities of point B and C.
Distribute these areas among the employees by name and record this in the register. Display No
mans land and hidden areas along with the name of the employees in nearby respective place.
 Example
COMMON AREAS RESPONSBILITY GIVEN TO
MARCH APRIL MAY JUNE JULY AUGUST
1 NOTICE BOARD Ram Raju
2 TOILET Shyam Amit
3 STAIR CASE
4 VISUAL DISPLAYS
SO ON.

So this way, every person will be responsible for his/her area. Suppose something finds wrong, first
he/she should try to arrange and to get it right, otherwise it should be reported to leader if that is not in
his/her control. Leader will note down in Action to be taken / Job to be done head and ensure that
work to be completed.
This common area responsibility may be changed in rotation after 2 months. Also make a system that
in absence of the particular person, who will look after that area.

Sub-zone wise Register

A register of about A4 size having about 35 lines in each page and having about 100 120 pages will
be suitable for this purpose. Write down sub-zone details in page 1, on page 3, index to be shown

Example

The page number shown above is only an example. Sub-zone can change the columns according to
their needs. This register is for keeping record for one year.

SELF AUDIT SYSTEM

How to audit

For Sub-zone wise, checklist to be made covering almost all things to be

checked. First of all, Leader along with Sub-zone leader should go around and
assess the area in the scale of 1 to 5. Marks may be given in decimals also.
Please note that by putting 5 marks, would suggest that there is no further scope
for improvement. Audit per/shift should be conducted minimum once in a week
involving all the employees of the area.

1st Round Zone Leader + Sub-Zone Leader

2nd Round Sub-zone Leader + Employee No.1
3rd Round Employee No. 1 + Employee No. 2
4th Round Employees No. 2 + Employee No. 3 and so on.

Hence, every time two persons go for audit, it should be a combination of one
who has already, audited in the previous week and a new person. This will
remove any bias that is likely to creep in. Sub-zone leader will make the pair of
employees in such a way that they would not be in the same cadre or position.
Try to mix up one senior with one junior or one having less literacy level than
the other, as we have to involve all employees from top level to grass root level.
During audit round, both will be having a check list each. Against each
checkpoint after joint discussion, marks will be given. Before going for rounds,
new person will be guided about marking criteria. Date, Day and time will be
fixed. Both will go along with the checklist - a rough Audit Sheet should be used
so that against each check point, team can give their evaluation of the check
point. During the audit, if any short comings are observed, e.g. wash basin
broken, door closer is not working, lid of over head tanks is broken, etc. it has to
be noted in the remarks column. This will help in two ways, firstly to know
where low marks has been obtained at a checkpoint and secondly, this enables
action to be taken for immediate improvement.

After completing the round, both the auditors will report to Sub-zone Leader,
record their marks in the register kept.. Register should have Sl.No, Check
Points in left hand side page and about 13 columns in right hand side page. Put
the date on column and marks awarded by the team. Now Sub-Zone Leader will
compare this marks with last audit and in case of any abnormality, he will ask
the audit person for clarification or can visit that area himself From this we can
know whether there was poor performance or comparatively good improvement
over the previous audit. Now Sub-Zone Leader will ask the team for good points
observed, any suggestion for improvement, any comment and what are the areas
/ things where actions have to be taken. Main points should be noted in the
minutes of the meeting. Audit should be done in such a way that there is,
rotation of each person and is involved in this activity.
A sample audit sheet for office and plant is given for your reference. You can
make necessary audit sheet useful for your Zone/sub zone
5S self-audit system is designed to evaluate the status of 5S in an area.

Marking System:
Marks Status
0.0-1.0 Poor
1.1-2.0 Average
2.1-3.0 Good
3.1-4.0 Very Good
4.1-5.0 Excellent

Audit sheet
For Sub-zone wise, checklist to be made covering almost all things to be
checked
Five-S Audit sheet (office)-SAMPLE
Group Area Point Evaluation Criteria Month
No.
Week Week Week Week
1 2 3 4
A Conference 1 condition of Electrical appliances
room 2 Furnitures condition
3 conditions of Wall Hanging items
4 Cleaning of roof , floor and wall
5 No Irrelevant material
6 Place for Everything and Everything in its
place
B Toilets 1 Proper Ventilation
2 Cleanliness
3 No water leakage
4 Place for Everything and Everything in its
place
C Cubicles 1 First drawer containing stationary item
2 Drawer Labeled
3 Place for Everything and Everything in its
place
4 User's name
5 updated calendars
Rough Audit sheet:

S.No. Marks Remarks Actions to be taken

Sample Rough audit sheet

S.No. Marks Remarks Actions to be taken

A1 3 Ac. No. 3 not working A.C. to be repaired
A2 2.5 table is broken Table to be repaired
A3
A4

ACTION TO BE TAKEN / JOBS TO BE DONE

Corrective actions are very important to improve the shortcomings and improve
the inter departmental relation. Normal practices are to write a brief note for
each and every job, involve Sr. Executives even for small works. This will not
help to solve problems.
Just after audit by weekly audit persons, they are supposed to note down
shortcomings and actions to be taken or corrective actions are to be done. Now
the leader will check as to who is responsible for that area and whether he has
communicated the same or not.
If, not he should be asked to do so. This will be a counter check to know the
Individuals responsibility assigned is being followed or not. Now, for prompt
action, record the problem in the format given below:
Left Hand side page of register Right hand side page of register
Here the Leader will talk to the concern person, ask the tentative date for
completion and put down the same in the column of the target date in the register
as shown above. If the job is completed within the target period, write the actual
date. If the work is not completed, remind on the target date or the next day to
 the concerned person. Date of reminder has to be noted in remarks column. If
the work is not completed even after the acceptance of concerned person and
further even after three reminders, this matter
has to be reported to the convener / section head in the monthly meeting. If the
Leader is not able to get it rectified, the same may be reported in the monthly
steering committee meeting.

Date Action to be taken Target Actual completion

S.No WC/OC Responsibility Remarks
/Job to be done Date date
Standard Practices:
Under this, we have to write down the standard practices being followed by
every employee in their respective Sub-zone. This may be followed by other
Sub-Zones also.
There should be standard practices prescribed by the Organization. This has to
be recorded as under and formalized by the respective people of the zone/sub
zone.

A sample noting is given below:

Date of
S.No. Standard Practices Commencement
1 No paper to be placed below glass top 1.9.2011
2 Please put off the light and fan before leaving office 1.9.2011
3 Everyone should wear a cap 1.9.2011

4 First drawer of the table will contain only stationery items

remaining in a fixed place. 1.9.2011

5 No paper / file should be on the table when leaving office

for lunch or at the end of the day 1.9.2011

Note:
Target value for the number of standard practices per month for each sub-zone is
5. This may be increased but not less than 5.
List of standard practices should be circulated from time to time and checked
whether they are being followed or not.
If the group decides, we can change, modify and operate standard practices
accordingly.
If management feels that any good practice is to be followed by all the places,
can be circulated and to be followed by all and called as Management
SOP(standard operating procedure) e.g. First drawer of the table will have
stationary items like stapler, pen pencil, eraser etc. Second drawer may have 5
essential folder. These are
1. Action to be taken
2. Urgent
3. Pending
4. Paper to be filed
5. Reference file.

Third drawer may be on the choice of user but material should be kept neatly.

Minutes of the Meeting

Meeting should be conducted at least once in a month with team members

and Sub Zone or Zone leader.
Minutes of the meeting should be written with main points.
Person attending the meeting should be mentioned below the Main points
with signature.
 Minutes of Meeting
Name of participants Signature

Agenda:
points:

Objective of MOM
Review of Status of 5S in your zone.
Comparing with the standard benchmark.
Immediate action to be taken status.
Suggestion for improvement of 5 S.
5S Management Audit system

To monitor progress and compare the 5S status of the Zones/sub zones, core
committee/ management team members should audit all the zones. This will
reduce the bias and will also demonstrate top management involvement in 5S
philosophy.
For management audit a separate audit sheet to be used as follow

5S MANAGEMENT AUDIT SHEET

PLANT/FUNCTION: Month:
ZONE NAME: AUDIT DATE:
Name of the Area coordinator:
Weightage Total Score
S.No Audit Point Score B Remarks
A AXB
1 System of Audit 4
2 Regularity of Audit 4
Action taken on remarks in rough audit
3 5
sheet
4 Regularity of council meeting 4
5 Awareness about 5S 3
6 Status of 1S 4
7 Status of 2S 4
8 Status of Cleanliness 4
9 Individual Responsibility 3
10 Action on lowest marks in self audit 3
Status of "Action to be taken/ job to be
11 3
done
12 Status of Standard practices 3
13 Follow-up of Standard practices 4
14 Visual Management 4
15 General Feeling about benefit from 5S 3
16 Before & After status Photograph 4
17 Zone/Sub Zone Leader Rooms 4
18 HODs Room 5
19 Special Activity 2
20 Display of score boards 3
21 Presentation to steering committee 3
22 Action taken on previous management 4
 audit
TOTAL MARKS 400
0 to
VERY POOR 1
1 to AUDIT CONDUCTED BY
AVERAGE 2
2 to
GOOD 3
3 to
VERY GOOD 4
4 to
EXCELLENT 5
Abbrieviation: oc - out of control, wc within
control :