5S Checklist Sort 1. Necessary and unnecessary items are mixed. o Personal items must be removed from work spaces.

o Excess materials and supplies for various jobs have not been segregated. o Work spaces have not been red tagged. 2. Necessary and unnecessary items are segregated. o All personal items removed from work spaces. o Anything that does not change the form, fit, or function has been removed from the work spaces. o Only maintenance materials are present in the work spaces. o Items that are not required have been red tagged and removed. 3. Materials are present to enable maintenance. o All required tools are present/on order for the cell process. o All required materials are present/on order for the cell process. o All required parts are present/on order for the cell process. o Red tag sale completed. 4. Only required materials are present in each cell process. o Excess tools have been removed. All required tools present. o Excess materials have been removed. All required materials present. o Excess parts have been reallocated to appropriate processes. o All required parts are present and appropriately managed. o Tools, parts, materials are segregated and organized based on requirement and usage for the respective job (multiple job cells). Straighten 1. Personal items, materials, equipment, and tools are not organized. o No locations are marked. o No visual controls present. o Materials, equipment, and tools are scattered throughout work center. o No documentation for organization is established. 2. Basic organization and labels have been established. o Basic visual controls have been established. o Locations and labeling of equipment, tools, and material established.

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5S Checklist o Like use equipment, tools, and materials are grouped and collocated. 3. Everything has a place and everything is in its place. o Advanced visual controls in place which tie equipment, tools, and materials to each process cell. o All equipment, materials, and tools are in their place unless currently in use at their work space. o Extensive documentation is established for current processes and procedures for incorporating regular reevaluations and new processes. 4. The entire shop is organized around the identified processes/constraint. o All organizational efforts are subordinated to the constraint and maximize the constraint as much as possible. Shine 1. Maintenance and non-maintenance areas are not clean. o Paperwork is torn, not kept clean, nor protected from dirt. o Office equipment, support equipment, materials, and tools are dirty. o Storage materials are busted, beat up, and unkempt. 2. Maintenance and non-maintenance areas are cleaned regularly. o Paperwork is well maintained and kept in a clean location. o Area cleaning guidelines and schedules are posted. o All scheduled cleaning is supervised and completed. o Support equipment, tools, and materials are maintained in a high state of cleanliness. 3. Shine efforts are completed throughout the day in each cell. o Between shift clean up is no longer required. o Cleanup efforts are completed after each maintenance action. o Documentation eliminates the need for immediate supervision. o Clean up is completed correctly the first time, every time. 4. Shine initiatives do not impact process flow or throughput. o Process flow, cell structure, and throughput requirements are never impacted by cleanup efforts. o Cleanup is initiated, completed, and documented as part of the process. o Cleanup never has to be managed; it is part of the mentality of required work. Standardize 2 Encl (1)

5S Checklist 1. Current processes are not documented. o Standardized labeling is not established. o Procedures are not standardized or documented. o A method to improve current standards is not established. 2. Documentation to standardize current work processes are in place. o As-Is process is documented and process steps are marked. o Marking and labeling methods are the same throughout the process. o Standardized visual controls and 5S implementation are established. o There is a procedure for recognizing deficiencies in the process. o There is a method for implementing new improvement ideas. 3. Standardization for improvement efforts and current processes are in place. o To-Be process design is documented. o Improvement ideas are implemented and documented throughout the process. o Best maintenance practices are currently being drawn upon for improvement. 4. All standardization efforts directly tie together work center design and readiness goals. o Documented lessons learned are provided for use by other process owners. o Readiness goals are documented and defined o Process capabilities for capacity and throughput are documented. Sustain 1. Initial training and documentation is not completed. o Basic LSS training has not been provided to all hands. o Conceptual and weekly supervisor training is not conducted. o The purposes of CPI, LSS, and TOC are not understood. 2. Initial training and documentation is completed. o All hands have received basic LSS training. o The purposes of CPI, LSS, and TOC are completely understood by all and are conceptualized by all hands. o Weekly and/or daily training is conducted by a supervisor. o Process improvement kiosk is posted and populated with current readiness metrics, As-Is state, and process steps.

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5S Checklist o Level 2 is maintained and completed for all other 5S efforts. 3. Advanced training and awareness is implemented throughout the work center. o Each applicable process has sufficiently trained and certified LSS personnel. o Process improvement kiosk, current readiness metrics, As-Is state, and all process steps are understood by all hands and each has working knowledge where their piece fits into the bigger picture. o Each process step is highly detailed, documented, and kept up-to-date. o Level 3 is maintained and completed for all other 5S efforts. 4. External intervention for process improvement is no longer required. o Work center personnel covet the responsibility of process improvement. o Each individual takes personal responsibility in the success or failure of their individual cell of the process. o Each cell performs their duties to the speed identified in the work center design. o The entire process performs to the standard of their design and document their success and failure for spread to external sources. o Each 5S effort has achieved level 4 and the process of revalidation of current design is being revisited.

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