X 5sworkplaceorganization Janaury2017 Slideshareversion 170215151523

5S - Workplace
Organization
Introduction
Thinking win, Win, WIN
5S – Workplace Organization
Introduction
Marek Piatkowski – January 2017

Marek.Piatkowski@Rogers.com 1
5S - Workplace Introduction - Marek Piatkowski
Organization
Introduction  Professional Background
 Toyota Motor Manufacturing Canada (TMMC) - Cambridge, Ontario from
1987-1994
 TPS/Lean Transformation Consulting - since 1994
 Professional Affiliations
 TWI Network – John Shook, Founder
 Lean Enterprise Institute (LEI) – Jim Womack
 Lean Enterprise Academy (LEA) – Daniel Jones
 CCM/CAINTRA – Monterrey, Mexico
 SME, AME, ASQ, CME
 Lean Manufacturing Solutions - Toronto, Canada
twi-network.com

5S - Workplace
Organization
Introduction

5S - Workplace
Organization
Lean Transformation – 5S Process
Introduction
1. Separate 5. SHITSUKE
2. Simplify SUSTAIN
3. Sweep Disciplined
4. Standardize 4. SEIKETSU application of the
previous steps to
5. Sustain STANDARDIZE
maintain a well
Standardize work organized
3. SEISO procedures in order Supermarket
to assure correct
CLEAN material deliveries
and withdrawals
2. SEITON Clean thoroughly (pulls). Define
the relevant work inventory levels –
ORGANIZE items and the Min/Max
surrounding
Organize environment
1. SEIRI necessary items
in its optimal
SEPARATE position in the
storage area and
Separate the
label it.
necessary items
from the
unnecessary

5S - Workplace
Organization
5S – Foundation of Just-in-Time
Introduction
1. Proper Arrangement 5. SHITSUKE
2. Orderliness Discipline
3. Cleanliness • Stick to the rules scrupulously
4. SEIKETSU • Make them a habit
4. Cleanup
5. Discipline Cleanup
• Maintain equipment and tools
• Keep the workplace clean
3. SEISO
Cleanliness
• Clean equipment, tools and workplace
2. SEITON • Keep the workplace spotless
Orderliness
• Set things in order
1. SEIRI • Assign a separate location for all essential items.
•Make the space self-explanatory
Proper Arrangement
• Sort through, then sort out
• Sort through what you have, identify what
you need and discard what is unnecessary

5S - Workplace
Organization
5S - Workplace Organization
Introduction

5S - Workplace
Organization
5S - Workplace Organization
Introduction

5S - Workplace
Organization Discipline – Foundation of JIT
Introduction
Proper
Arrangement
Orderliness
DISCIPLINE
Cleanliness

5S - Workplace 5’S
Organization
Introduction
El método de las 5’S, es llamado así por la primera letra (en
japonés) de cada una de sus cinco etapas, es una técnica de trabajo
japonesa basada en cinco principios simples:
 Seiri (Clasificación)
 Seiton (Orden)
 Seiso (Limpieza)
 Seiketsu (Estandarización)
 Shitsuke (Disciplina)

5S - Workplace 5S - Workplace Organization
Organization
Introduction
 Workplace Organization is a starting point of Shop Floor Management and
Continuous Improvement process.
 Organization and orderliness are a foundation for achieving zero defects, cost
reductions and safety improvements
 Fact - an average factory has 30% of floor space designated for manufacturing, 70%
for storage and warehousing
 An organized and clean operation will produce fewer defects and problems
 A clean operation will have higher productivity
 A neat and clean operation will meet deadlines better
 A cleaner work area will increase employees’ morale

5S - Workplace History of 5S – Workplace Organization
Organization
Introduction
 The 5S – Workplace Organization program originated in Japan during the 60’s.
 The program helped to:
 Reduce Waste
 Increase in individual productivity
 Reduce accidents
 Optimize space
 Increase efficiency
 Reduce In process material inventory

5S - Workplace
In 20 seconds tell me:
Organization
Introduction
Which numbers between 1 - 30 are missing?
7 2 15 22 29 1 14
17 11 9 26 13 19 27
30 4 6 24 3 28 12
5 25 10 21 18 20 16

5S - Workplace
Organization Which numbers between 1-30 are missing?
Introduction
1 2 3 4 5 6 7
9 10 11 12 13 14
15 16 17 18 19 20 21
22 24 25 26 27 28
29 30

5S - Workplace
Organization 5S Enables Visual Control
Introduction
No organization Lean ideal

Inventory Inventory example
Type W Type X Type Y Type Z
Min = 1 Min = 1 Min = 1 Min = 1
Max = 4 Max = 3 Max = 3 Max = 2
Max.
Min.
 Good or bad?? Unclear  Normal vs. Abnormal clear

 No standard or basis for comparison  Standard basis for comparison

5S - Workplace Why does Lean Transformation start with 5S?
Organization
Introduction
 To provide an on-going self-regulated system that focuses on a discipline in the
workplace
 To create, improve, and maintain a clean, well organized, and safe work
environment
 The cleaner, more organized, and more self-regulated, the better the quality,
productivity, and safety
 To reduce downtime dues to searching for tools, parts and materials
 To identify problems more quickly
 To develop control through Visual Management
 Establish clean, organized and inviting place to work

5S - Workplace Why do we need 5S?
Organization
Introduction
 To improve Productivity
 To improve Quality
 To improve Safety
 To identify Normal Vs Abnormal
 To improve Visibility Management
 To reduces amount of Floor Space
 To improve Work Environment

5S - Workplace
Organization
Lean Transformation – 5S Process
Introduction
1. Separate 5. SHITSUKE
2. Simplify SUSTAIN
3. Sweep Disciplined
4. Standardize 4. SEIKETSU application of the
previous steps to
5. Sustain STANDARDIZE
maintain a well
Standardize work organized
3. SEISO procedures in order Supermarket
to assure correct
CLEAN material deliveries
and withdrawals
2. SEITON Clean thoroughly (pulls). Define
the relevant work inventory levels –
ORGANIZE items and the Min/Max
surrounding
Organize environment
1. SEIRI necessary items
in its optimal
SEPARATE position in the
storage area and
Separate the
label it.
necessary items
from the
unnecessary

5S - Workplace
Organization
5S – Foundation of Just-in-Time
Introduction
1. Proper Arrangement 5. SHITSUKE
2. Orderliness Discipline
3. Cleanliness • Stick to the rules scrupulously
4. SEIKETSU • Make them a habit
4. Cleanup
5. Discipline Cleanup
• Maintain equipment and tools
• Keep the workplace clean
3. SEISO
Cleanliness
• Clean equipment, tools and workplace
2. SEITON • Keep the workplace spotless
Orderliness
• Set things in order
1. SEIRI • Assign a separate location for all essential items.
•Make the space self-explanatory
Proper Arrangement
• Sort through, then sort out
• Sort through what you have, identify what
you need and discard what is unnecessary

5S - Workplace 1. Separate (Sort)
Organization
Introduction
 Separate necessary items from unnecessary
 Separate old/obsolete items from items that are still you recognize and they are
still good and we will keep them
 Separate what you need from what you do not need
 Remove from the workplace everything not needed on a regular basis.
Leave only the bare essentials.
 Identify all items at the workplace - when were they last used, when will they be
used next.
 Red Tag items if not used or unknown.
S1  Reduce the ‘clutter’
 Get rid of unnecessary items - conduct a “5S Workshop”

5S - Workplace
Organization
Red Tagging
Introduction
A visible way to identify items that are not needed or are in the wrong place in
the workplace
Use Frequency Action

Obsolete (unneeded) Throw away
Seldom used (once/year) Store in distant place
Less than once/month Store in factory/office
Once/week Store in area
Once/day or more Carry or keep at workplace

5S - Workplace
Organization
Red Tag procedure
Introduction Step 1: Launch a 5S Workshop
Step 2: Identify red tag targets
RED TAG
Step 3: Set red tag criteria
Tag Number:
Step 4: Write red tags
Item Number:
Step 5: Attach red tags
Description:
Step 6: Evaluate red tagged items Quantity:
Step 7: Document the results Area Moved From:
Step 8: Assign a highly visible Reason for Moving:
holding area for the red tagged items
Step 9: Decide on disposition

5S - Workplace What to look for
Organization
Introduction
 Types of items to be Red Tagged:
 defective/excess/obsolete inventory
 broken/worn tools or fixtures
 outdated posters/signs/memos
 any items not needed for current production
 Red Tag items and decide what to do with unnecessary items:
 Describe a part number – if you know it
 “Out of Order” – fixable or not
 “Good Condition” – but we do not need it
 “We do not know what this is and who can use it”
 Look for Waste - Waste is any tool, part, component, fixture, furniture, cabinet and
item that does not add value to the product from the customer’s point of view.

5S - Workplace Sorting Ideas
Organization
Introduction
 Once you identified which items you are going to keep (non-obsolete parts and
components) classify them by frequency of use:
 Used every hour - keep them close to the Operator
 Used several times a day - keep them at the work station
 Used once a week - keep them in the area
 Used once a moth - keep them in central storage
- ask how many of these items do we really need
 Used few times a year - keep them in central storage
- ask a question again – do we really need them

Inventory Wall of Shame
5S - Workplace 5S Red Tagged Items
Organization
Introduction Tag# Area
Item Number Resp. Date
Description
Quantity
Area moved from
Reason for moving
Description
Quantity
Area moved from
Reason for moving
Description
Quantity
Area moved from
Reason for moving

5S - Workplace
Organization
Introduction

5S - Workplace 2. Organize
Organization
Introduction
 Organize means removing from the workplace all items that are not needed for
current production or activities
 Organize each item in its optimal position in the storage area and label it.
 Identify a place for each item using racks, bins, cabinets and designated floor
locations marked out with painted lines
 Create and identify a place all items and tools that you need and use at a worksite.
Clearly identify designated storage locations. Create “Shadow Boards”
 Organize all needed things so that anyone can find and use them easily
S2

5S - Workplace 2. Organize
Organization
Introduction
 Ensuring place for everything that you need in a workplace
 To have place for everything and everything in its place
 To minimize or eliminate time looking and searching for tools, materials, drawings,
jigs, fixtures, etc …
 To make things easy to see and understand
 To establish order
 Use color coding
S2

5S - Workplace How to Organize area
Organization
Introduction
 Decide on appropriate locations:
 Locate items according to their frequency of use
 Store them in a sequence they are used
 Store tools and jigs according to function or products they are used for
 Minimize distance to get them
 Minimize time to search for them
 Identify and label locations – so everybody knows what goes where:
 Location indicators – description and address labels
 Shadow Boards
S2  Color code locations

5S - Workplace
Organization Storage Color Standards
Introduction
Establish color codes for storage of tools, parts and materials

GREEN Good raw or purchased parts and material
ORANGE Work in Process
RED Non-Conforming product and Scrap
BLUE Overproduction or material to take away
BLACK Tool racks or carts
WHITE Limit lines for product location
YELLOW Limit lines for aisles or passageways

5S - Workplace 3. Clean
Organization
Introduction
 Clean thoroughly the relevant work items and the surrounding environment. Allow
time for cleaning and painting
 Cleaning also means inspection. As you clean, look over all tools and machinery for
any defects. Report/repair findings as appropriate. Visually inspect and control
work area
 Develop a measurement system for housekeeping
 Post the results of the housekeeping audit. Spent time to monitor housekeeping
on regular basis
 Return items and tools to their designated storage areas when not in use
S3

5S - Workplace How to Implement “Clean”
Organization
Introduction
Cleanliness is keeping everything swept and clean – removal of dirt, grime and dust
from workplace. Steps to implement Cleanliness:
1. Determine cleaning area targets – what are we going to clean
2. Assign responsibilities – who is going to clean what
3. Determine cleaning method
4. Prepare cleaning tools
5. Start cleaning
6. After the Cleaning is done:
S3 1) Have the Team walk through the area
2) Inspect – identify what is acceptable and what is not
3) Define Standards

Before
After
5S - Workplace
Organization
Introduction

Marek.Piatkowski@Rogers.com
Before 43
5S - Workplace
Organization
Introduction

After
44
5S - Workplace
Organization
Introduction

Before
45
5S - Workplace
Organization
Introduction

After
46
Before After
5S - Workplace 4. Standardize
Organization
Introduction  Standardization is creating a consistent way that tasks and procedures are done
 There are three steps to implement Standardization:
 decide who is responsible for what task (accountability)
 combine Standardization duties into daily work activities (prevention)
 check on how well it is being maintained (audit)
 Standardization is having a specific process that everybody understands and follows
 Involve everyone in establishing procedures related to housekeeping
 Develop standards for the workplace organization and cleanliness.
S4

5S - Workplace Implementing Standardization
Organization
Introduction
 Standardize work procedures in order to assure correct tools and material
deliveries and withdrawals
 Define inventory levels – Min/Max
 Start-up procedures are followed
 Use audit and check lists
 Develop Safety procedures
 Parts and materials in well marked designated areas - very visual
 Clean-up areas daily, follow procedure

 Process to ensure S1, S2 and S3 are done
S4  Document all team agreements and procedures

5S - Workplace How to Standardize new Order in the Workplace
Organization
Introduction
 Assign Responsibilities
 Make everything Visual:
 Anyone should be able to distinguish between normal and abnormal at a glance
 Make it difficult to put things in the wrong place
 Make it impossible to put things in a wrong place
 When you are Standardizing ask yourself these questions:
 Why do tools get put together incorrectly? – how can we prevent this?
 Why do floors get dirty? – how can we prevent this?
Implement Daily 5-minute Clean up process
S4 

5S - Workplace 5. Sustain
Organization
Introduction
 Each employee is responsible for sustaining 5S his or her work area - make a habit
of maintaining established procedures, develop new habits
 Discipline in a workplace - everybody follows specified standards and procedures.
Without discipline the area will return to it’s old unorganized ways
 Follow your team’s agreements all day
 Everybody has to participate
 Disciplined application of the previous steps to maintain a well organized
Supermarket
 Management must support and the Group must work as a team
S5

5S - Workplace How to Sustain
Organization
Introduction
 Some companies use word Discipline for the 5th S – this carries a negative
connotation of reprimands and warnings
 SHITSUKE – means making a habit of properly maintaining correct procedures
 Keep educating people about importance of 5S
 Teach by example
 Implement instant corrective action process – if the tools have been put back
incorrectly, we immediately take action.
 Praise or award good behaviour
 Discipline cannot be implemented by a set of techniques, nor it cannot be
S5 measured.
 However you can create conditions or a structure to promote Discipline with
respect to 5S.

5S - Workplace
Organization
Introduction
S5

5S - Workplace
Organization
Process Audit
Introduction 0 problem: 4 pts, 1 - 2 problems: 3 pts, 3 - 6 problems: 2 pts Location:
7 - 10 problems: 1 pt, > 10 problems: 0 pt
Category Item Score Comment
1st S Sort Determine what is needed and what is not needed

(1) Is there any excess amount of office supplies (folders, paper, pads, etc.)?
(2) Is there any dated or duplicate reference material in the area?
(3) Is there any waste, clutter, or broken items accumulated in the area?
(4) Is there any production material stored in the area?
(5) Are the files and drawers organized?
sub-total 0
2nd S Storage Organize, identify storage according to needs

(1) Is there a visually marked, designated location for everything
in the area?
(2) Is everything in its respective location?
(3) Is the storage quantity identified and displayed?
(4) Is there a storage plan for quick reference?
(5) Is there a floor plan for the area?
sub-total 0
3rd S Shine Keep it clean and orderly, ready for use

(1) Are the work surfaces free of dirt, dust, trash and not congested?
(2) Are the floors clean and free of debris?
(3) Are the drawers and cabinets free of debris?
(4) Is there a schedule for cleaning, garbage and recycling material removal?
(5) Is there a list of person-in-charge for the area?
sub-total 0
S5 4th S Standardize Maintain consistency of standard performance

(1) Are the procedures set up for the office activities?
(2) Are the office staff trained on the standardized procedures?
(3) Are the procedures visible and readily accessibe?
(4) Are the staff following the standardized procedures?
(5) Is there a feedback mechanism to capture and correct abnormalities?
sub-total 0
5th S Sustain Self-directed efforts, repeatable performance and continuous improvement

(1) Is 5S audit conducted on a periodic basis (monthly) in the area?
(2) Are 5S results posted in the area and the process maintained?
(3) Is there any consistency in performance as indicated in 5S score trend?
(4) Are the procedures reviewed and updated periodically?
(5) Is there a constant challenge to improve the work processes?
sub-total 0
TOTAL 0

5S - Workplace WORKPLACE ORGANIZATION CHECKLIST
Organization Category Measurement Criteria
Possible
Points
# of
Problems
Actual
Score
If score is less than 5, indicate the following :
Countermeasure / Action By Whom Date
Introduction Sort Unneeded equip., tools, etc. in work area 5
(Organization) Unneeded items are on guards, tables, etc. 5
Items blocking walkways 5
Unneeded inventory, materials etc. in area 5
Set in order A designated place for everything is obvious 5

(Orderliness) Everything is in it's designated place 5
Toolboards marked and stocked 5
Portable equipment returned after use 5
Shine Floors are swept and free of debris, oil, etc. 5

(Cleanliness) Equipment is clean, free of spare parts, etc. 5
Cleaning materials are easily accessible 5
Signage is present, clean and legible 5
Standardize Standard work is posted at each operation 5

(Adherence) Min. and Max. levels are being adhered to 5
Production results are plotted daily 5
Issue boards are being utilized/reacted to 5
S5 Sustain
(Discipline)
Standard work is being followed ( audit )
Associates understand 5S practices (audit)
All parts are in proper totes and labeled
Loose components are not accumulating
5
5
5
5
at or around work areas
TOTAL 100
Comments
1. Line 1 6. Maint.
2. Line 2 7. A&E Auditor : __________________
Date________ Shift________ Area________ 3. Line 3 8. Offline __________________
4. Line 4 9. Whse __________________
5. Line 5

5S - Workplace Conclusions – 5S
Organization
Introduction
 5S – Workplace Organization program is simple, but challenging
 Making the program work requires a commitment from Team Leaders and
Managers to use it and teach it
 For the change to occur the Senior Management Team of an organization must be
committed to the program.
 Senior managers lead the organization to change by teaching the 5s techniques and
using the principles themselves on daily basis as an example.
 The results that we derive from the 5s program are highly visible and profitable.
 Ensure that the standards are understood
 Our success with cleanliness relies on personal commitment

5S - Workplace 5S - First sign of Leadership
Organization
Introduction
 Involve everyone in establishing procedures related to housekeeping
 Develop a measurement system for housekeeping
 Post the results of the housekeeping audit
 Spent time to monitor housekeeping on regular basis
 Teach housekeeping awareness by example
 Discipline in a workplace - everybody follows specified standards and procedures
 Reward those who participate and discipline those who do not

5S - Workplace 5S - Workplace Organization
Organization
Introduction
 Workplace Organization is an essential component of Just-in-Time processing:
 Produce only what is needed
 Only in the amount that is needed
 Only when is needed
 Without Workplace Organization discipline you will not be able to implement Lean
Transformation successfully
 In an organized workplace 7 types of Waste are minimized or eliminated

5S - Workplace
Organization
Introduction
Changing the World. One Transformation at a time

This presentation is an intellectual property of W3 Group Canada Inc.
No parts of this document can be copied or reproduced
without written permission from:
Marek Piatkowski
W3 Group Canada Inc.
iPhone: 416-235-2631
Cell: 248-207-0416
Marek.Piatkowski@rogers.com
http://twi-network.com

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5S - Workplace

Thinking win, Win, WIN

Marek Piatkowski – January 2017

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

No organization Lean ideal

 Good or bad?? Unclear  Normal vs. Abnormal clear

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Use Frequency Action

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Establish color codes for storage of tools, parts and materials

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

 Clean-up areas daily, follow procedure

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

1st S Sort Determine what is needed and what is not needed

2nd S Storage Organize, identify storage according to needs

3rd S Shine Keep it clean and orderly, ready for use

S5 4th S Standardize Maintain consistency of standard performance

5th S Sustain Self-directed efforts, repeatable performance and continuous improvement

Thinking win, Win, WIN

Set in order A designated place for everything is obvious 5

Shine Floors are swept and free of debris, oil, etc. 5

Standardize Standard work is posted at each operation 5

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN

Thinking win, Win, WIN