Lean Training

5S
Agenda
What is it?
Whats it for?
How does it work?
When do you use it?
Whats an example?
 What is it?
5S is a workplace organization
technique
It is a way to involve associates in the
ownership of their workspace
It helps create and maintain the
efficiency and effectiveness of a work
area
5S is a common starting point for Lean activities in a company
Whats it for?
It is a way to create:
Cleaner work areas
More organization
Safer working conditions
Less wasted time
Efficient work processes and practices
More available space
How does it work?
5S is most effective when applied in a
systematic way
The following video illustrates the 5S
methodology

5S Video
The Five Ss
Sorting separating the needed from the
not-needed
Simplifying a place for everything and
everything in its place, clean and ready to use
Systematic Cleaning or Sweeping
cleaning for inspection
Standardizing developing common
methods for consistency
Sustaining holding the gains and
improving
The First S - Sorting

Separating the Needed from the Not-

Needed
Eliminate not-needed items and perform

an initial cleaning
Establish criteria/handling of items
Identify not-needed items
Move not-needed items to holding area
Conduct a white-elephant sale
Conduct an initial cleaning
 The Second S - Simplifying
A place for everything and everything in
its place, clean and ready to use
Arrange workplace for safety and efficiency

Identify key equipment and supplies

Determine location for each item
Outline locations and zones
Develop shadow boards, label items
Document layout, equipment, supplies
The Third S Systematic Cleaning

Cleaning for Inspection

Perform daily cleaning and inspection
to understand work conditions
Identify points to check for performance
Determine acceptable performance
Determine visual indicators/controls
Mark equipment/controls
Conduct daily cleaning/inspections
 The Fourth S - Standardizing
Developing Common Methods for
Consistency
Make abnormal conditions noticeable
and document agreements
Document agreements and checks
Establish/document standard methods
across similar work areas
Document new standard methods
The Fifth S - Sustaining

Holding the Gains and Improving

Maintain the gains from other 5S
activities and improve
Determine 5S Level of Achievement
Perform routine checks
Analyze results of routine checks
Measure progress and plan for
continuous improvement
Getting Started
Planning launches your 5S activity
Evaluating tells you what you need
to do
Preparing gets you ready for
implementation
Planning
Assemble a 5S Lead team
Define the work area 5S boundaries
Assign work group members to their 5S areas
Install a 5S communication board
Determine 5S targets, activities, and schedule
Review/finalize plans with work group and
site leadership
 5S Boundaries

Area 1
Area 2
Monica & Chandler Joey & Phoebe

Area 3
Area 4
Rachel & Ross Jerry & Kramer
 Five S Communication Board

Five S Five S
Team Levels Implementation
Members of Plan
Achievement
Five S
Implementation
Five S
Photos Photos Plan
Boundaries

Five S Five S
Routine Routine
Checklist Current Checklist
Situation After Five S
Evaluating Your Initial Situation
Prepare to take work area photos
Take work area photos
Evaluate current 5S Level of
Achievement
 5S Workplace Organization
Levels of Achievement
Needed items are routinely Needed items can be Problem sources are M ethods for housekeeping, Root causes have been
Level 5: reworked/ replaced as retrieved within 30 seconds documented with solutions labeling, inspections, and eliminated and improvement
needed to improve work area and require a minimum defined and implemented work place design are actions focus on developing
Continuously performance number of steps continually improved and preventive methods
Improve shared externally as
applicable
Needed items are routinely Needed items have been Daily inspection occurs to Agreements for labeling, Sources and frequency of
Level 4: assessed against business minimized in number/ size and assess area readiness, housekeeping, inspections, problems are documented as
needs to assure functionality are properly arranged for potential problems are and work place design are part of routine work, root
Focus on and fit retrieval and use identified and fixed consistently followed and causes are identified, and
Reliability demonstrate area corrective action plans are
performance improvement developed
A list of needed items for the Needed items have dedicated Visual controls for Work area agreements for Work team is routinely
Level 3: work area has been locations and are properly equipment, files and supplies needed item labeling and checking area to maintain 5S
documented labeled with required have been established for the visual controls are posted agreements and posting
Make it quantities work area and followed by work team results
Visual
Needed and not needed Needed items have been Key work area items to be Work area agreements are 5S level has been determined
Level 2: items have been sorted and safely stored and organized checked are indentified and identified and documented and posted on the
not needed have been according to frequency of documented for needed item organization communication board
Focus on removed from work area use and work area controls
Basics
Needed and not needed Items are placed randomly Key work area items to be No work area agreements There is no measurement of
Level 1: items are mixed throughout throughout the work place checked during a sweep are exist 5S performance
the work area not identified
Just
Beginning

Sorting Simplifying Sweeping Standardizing Sustaining

rev. 04-06-01
Preparing for Implementation
Obtain existing standards for color-coding
and signage
Decide on 5S color-coding and signage
standards
Prepare for Sorting
Prepare for Simplifying
Prepare for Systematic Cleaning
Prepare for Standardizing
Prepare for Sustaining
Summary: Implementing Five Ss
Share 5S Overview
Choose work area implementation group
Determine implementation targets, activities,
and schedules
Document current situation
Apply 5Ss
Document improvements
Determine new improvement goals and action
steps
Issues and Concerns
Communicating across shifts
Disposing of, or moving, personal items
Making time available
Following agreements consistently
Maintaining the gains
Giving rewards and recognition
Integrating 5S with other improvement
activities
Whats an example?
Whats an example?
Whats an example?
Before After
Whats an example?
Whats an example?
Questions?