1. HOUSE KEEPING A base for any improvement u Even before you plan the direction you need to take, you must remove any obstacles to get a clear view of the current situation. u House Keeping enhances the results of other activities and simplifies every day operations. u House Keeping must become a habit. It must be continuous, or at least continual activity.

2. WHAT IS HOUSE KEEPING è Systematic approach to better workplace. è Involves arrangement, cleanliness, discipline and maintenance of standards. è Assigns a place for every thing and ensures everything in its place. è Is everybody’s responsibility. è Is the starting point of any improvement activity.  Means easy retrieval of information.

3. WHY HOUSE KEEPING è LESS EQUIPMENT DOWN TIME. è MORE USABLE SPACE. è PASSAGE WAYS ARE NEAT AND CLEAN. è ABNORMALITIES NOTICED AT A GLANCE. è ELIMINATES ACCIDENTS. è PRODUCTIVITY IMPROVEMENT.

4. WHY HOUSE KEEPING è EMPLOYEES FEEL GOOD IF THE WORK PLACE IS CLEAN. è SEARCHING IS AVOIDED. è TIME WASTED IN HANDLING REDUCED. è NO UNNECESSARY SUPPLIES. è LESS REJECTION/REWORK. è BETTER PREVENTIVE MAINTENANCE.

5. THE FOUNDATION OF COMPETITIVE SUCCESS. 5"S"- House Keeping

6. PRICE FLEXIBILITY QUALITY DELIVERY SER SERVICE THE NEED FOR A "5S" STRATEGY

7. SIMPLE BUT IMPORTANT CONCEPT a a A NEAT AND CLEAN FACTORY HAS HIGHER PRODUCTIVITY. a a A NEAT AND CLEAN FACTORY PRODUCES FEWER DEFECTS. a a A NEAT AND CLEAN FACTORY MEETS DEADLINES BETTER. a a A NEAT AND CLEAN FACTORY IS A MUCH SAFER PLACE TO WORK.

8. THE FUNDAMENTAL TRUTH IF WE CANNOT KEEP OUR WORKPLACES IF WE CANNOT KEEP OUR WORKPLACES  CLEAN  ORDERLY  ACCIDENT FREE NOBODY WILL BELIEVE WE CAN PRODUCE QUALITY GOODS OR ATLEAST SERIOUS ABOUT PRODUCING QUALITY. NOBODY WILL BELIEVE WE CAN PRODUCE QUALITY GOODS OR ATLEAST SERIOUS ABOUT PRODUCING QUALITY.

9. THE CONCEPT OF "5S". SEIRI SORTOUT (ORGANIZATION). SEITON SET IN ORDER (ORDERLINESS). SEISO SPICK & SPAN (CLEANLINESS). SEIKETSU STANDARDIZE (CLEAN UP). SHITSUKE SUSTAIN (DISCIPLINE)

10. THE FIRST PILLAR : SORT å Sort Means That You Remove All Items From the Workplace That Are Not Needed for Current Production Operation.

11. SEIRI - SEGREGATION è THIS STEP DISTINGUISHES NECESSARY AND UNNECESSARY ITEMS AND ELIMINATES UNNECESSARY ITEMS. è SORT THROUGH AND THEN SORT OUT è SORT THROUGH WHAT YOU HAVE. IDENTIFY WHAT YOU NEED AND DISCARD WHAT IS UNNECESSARY è INDICATOR OF SUCCESS. è AREA OR PERCENTAGE SPACE SAVED.

12. 1. CLASSIFICATION : SORT OUT. 2. ELIMINATION : REMOVE UNNECESSARY ITEMS. 3. STORAGE : FREQUENT USE/ RARE USE. CLOSE/ DISTANT LOCATION. CLOSE/ DISTANT LOCATION. IDENTIFICATION OF ITEMS & LOCATIONS. IDENTIFICATION OF ITEMS & LOCATIONS. 4. FIX & SHARE RESPONSIBILITIES. 5. USE RED TAG SYSTEM. 6. MONITOR PROGRESS.

13. WHY SORT IS IMPORTANT?? K A WORK ENVIRONMENT IN WHICH  TIME  MONEY  SPACE  ENERGY &  EFFECTIVE RESOURCES MANAGMENT K PROBLEMS IN WORK FLOW ARE REDUCED, COMMUNICATION IS IMPROVED, PRODUCT QUALITY IS INCREASED & PRODUCTIVITY IS ENHANCED.

14. MUDA ELIMINATION W ASTE E LIMINATION L EADS TO C OST O PTIMIZATION & M ANAGEMENT E XCELLENCE

15. THE WASTES IN THE SHOP FLOOR 4 INVENTORY 6RELATED COSTS 6TRANSPORTATION 6QUANTITY HARDER TO SORTOUT 6DESIGN OBSOLESCENCE 6QUALITY DEFECTS FROM WIP 6MACHINE BREAKDOWNS

16. SEIRI

18. THE SECOND PILLAR : SET IN ORDER å Set in Order Can Be Defined As Arranging Needed Items So That They Are Easy to Use and Labelling Them So That They Are Easy to Find and Put away.

19. SEITON --ARRANGEMENT è THIS STEP ENABLES DETERMINATION OF THE TYPE OF STORAGE SYSTEM AND LAYOUT THAT WILL GUARANTEE THAT REQUIRED AMOUNTS OF NECESSARY ITEMS WILL BE EASILY ACCESSIBLE. è SET THINGS IN ORDER BY CREATING PLACE FOR EVERYTHING.  PUT EVERYTHING IN IT’S PLACE.

20. SEITON --ARRANGEMENT è KEEPING ACCESSIBILITY AS EASY AS POSSIBLE. è USE THE PRINCIPLE OF WIDE RANGE AND SHALLOW DEPTH FOR STORAGE. è TIME SAVED IN SEARCHING. è TIME SAVED IN HANDLING MATERIAL.

21. PROBLEMS AVOIDED BY IMPLEMENTING SET IN ORDER L WASTE OF 4MOTION 4SEARCHING 4HUMAN ENERGY 4EXCESS INVENTORY 4DEFECTIVE PRODUCTS 4UNSAFE CONDITIONS

22. HOW TO IMPLEMENT SET IN ORDER · DECIDING APPROPRIATE LOCATIONS  LOCATE ITEMS IN THE WORKPLACE ACCORDING TO THEIR FREQUENCY OF USE  PLACE FREQUENTLY USED ITEMS NEAR THE WORKPLACE  STORE INFREQUENTLY USED ITEMS AWAY FROM THE PLACE OF USE.  A LET GO ARRANGEMENT FOR TOOLS SO THAT THEY GO BACK TO ORIGINAL PLACE OF STORAGE

23. HOW TO PROMOTE GOOD ORDER è Seldom used, enclose in a separate designated place. è THINGS NOT NEEDED: è No potential use, immediate disposal after careful analysis. è Potentially useful, move to a separate designated place. è Require special arrangement disposal.

24. THE THIRD PILLAR : SHINE å Shine Means Sweeping Floors, Whipping off Machinery, and Generally Making Sure That Everything in the Factory Stays Clean.

25. SEISO - CLEANING è This step eliminates Dirt, Dust and other foreign matter to make the workplace clean. è Clean Equipment,Furniture,Notice Boards Records Etc. è Keep the workplace Spotless. è Sweeping,wiping,polishing,painting Etc.

26. THE FOURTH PILLAR :STANDARDIZE å Standardize Is The Result That Exists When the First Three Pillars - Sort, Set in Order and Shine Are Properly Maintained.

27. STANDARDIZATION Set in Order Machinery Where Things Are Kept OPERATION Critical Processes Communication Inventory

28. STANDARDIZATION  PROVIDE OBJECTIVES AND INDICATE TRAINING GOALS.  PROVIDE A BASIS FOR TRAINING  CREATE BASIS FOR AUDIT AND DIAGNOSIS.  PROVIDE A MEANS FOR PREVENTING RECURRENCE OF ERRORS AND MINIMIZING VARIABILITY.

29. SEIKETSU - STANDARDISATION  TO ESTABLISH STANDARDS TO MAINTAIN THE IMPROVEMENTS  CREATING RULES FOR CHECKING & COUNTERMEASURES.  VISUAL CONTROLS FOR STANDARDS AND TO REVEAL ABNORMALITIES  TO PREPARE CHECKLISTS AND ADHERE TO AVOID MISTAKES

30. EXAMPLE OF STANDARDIZATION

31. HOW TO IMPLEMENT STANDARDIZE  VISUAL 5S  ANYONE SHOULD  DISTINGUISH NORMAL & ABNORMAL CONDITIONS.  AT A GLANCE  FIVE MINUTE 5S

32. HOW TO IMPLEMENT STANDARDIZATION ¶ AUDIT THE SHOP FLOOR · 5S PROJECTS ¸ REVIEW

33. THE FIFTH PILLAR : SUSTAIN å Sustain means making a habit of properly maintaining correct procedures.

34. SHITSUKE - DISCIPLINE è THIS STEP IS TO ENSURE THAT EVERYONE STICKS TO THE RULES SCRUPULOUSLY AND MAKES IT A HABIT è CREATE GENERAL AWARENESS ABOUT 4S. è TRAINING TO EVERYONE. è DEVELOP NORMS AND MONITOR SUCCESS.

35. SHITSUKE - DISCIPLINE  High employee Morale. è Involvement of People in the Movement.

36. SEIKETSU - TRAINING & DISCIPLINE u EVERY ONE IS STICKING TO THE RULES AND STANDARDS u PRACTISE BY EVERY ONE - MAKES PERFECT u GOOD TRAINING FOR BASIC, HABITUAL MOVEMENTS & ACTIVITIES

37. 5S IMPLEMENTATION p CONTINUING TO LEARN MORE ABOUT THE 5S p HELPING TO EDUCATE YOUR CO- WORKERS ABOUT 5S p BEING ENTHUSIASTIC ABOUT 5S IMPLEMENTATION. p HELPING TO PROMOTE 5S IMPLEMENTATION EFFORTS. 5S TRAINING

38. 1. THERE CAN BE NO TQM WITHOUT 5 S. 2. A DIRTY FACTORY OR OFFICE CANNOT PRODUCE QUALITY PRODUCTS OR SERVICE. 3. CLUTTER HIDES THE PROBLEM. A NEAT WORKPLACE PROMOTES EASY DISCOVERY OF ABNORMALITIES.

39. 5S IS THE STARTING POINT FOR ALL WORKPLACE IMPROVEMENTS, PRODUCTIVITY, QUALITY, COST, DELIVERY, SAFETY, SERVICE and MORALE.

40. Let us create our own work place with our own hands. Let us contribute to a cleaner work place. 6th. S is now included as “SHIKKARI YAROU” -- “let us try hard”. Every person should show initiative and make a special effort.