1. 5S, Kaizen, and A3 Compiled by: Alex J. Ruiz-Torres, Ph.D.
From information developed by many.

2. Outline 5S Kaizen Definition and Goals The 5S: A3 Process
Sorting
Setting in order
Shining
Standardizing
Sustaining
Kaizen
Definition and Principles
Kaizen events
Root Cause Analysis
Suggestion Systems
A3 Process

3. 5S, Kaizen, A3 Three of the basic building blocks of Lean
Common elements
Simple methodologies
Little investment in terms of tools, times, technology, $
Applicable to manufacturing, services, logistics, government, education, non-profit, …organizations

4. 5S Intended to aid in the implementation of workplace organization
Provides a foundation for Lean
One of the most applicable methodologies of Lean
Applies to every type of organization/ work area
Simple
Inexpensive

5. 5S Goals of 5S Organized work environment
Provides an easy way to find abnormalities, errors, missing “things”
Standard and efficient operations
Easy to find the necessary tools and materials
Improved safety

6. 5S Why organizations need 5S? Human nature
Just in case (risk minimization)
Past events where something needed was not there (tools or materials)
Used at some point
Cleaning is not my job
This is my work area, leave me alone
Hoarding (
Lack of discipline / management

7. 5S Sorting - involves the organization of materials in the workplace
Keep only what is necessary
Relocate materials according to the frequency of use
Maintain appropriate quantities of materials as necessary
Video: Red tag area

8. 5S
Setting in order – having necessary materials in its particular place
Enables easy access to the most used items
Choose best locations
Improve work areas

9. 5S Shining – inspection and maintenance
Keep tools and machines in condition
Maintain workplace area clean
Implement inspections
Remove waste

10. 5S Standardizing – having rules and standards that everyone will abide
Involves the consistent implementation of the previous phases
Work practices should be consistent and standardized.
All work stations for a particular job should be identical.
All employees doing the same job should be able to work in any station with the same tools that are in the same location in every station.
Everyone should know exactly their responsibilities for adhering to the first 3 S's.

11. 5S Sustaining – maintaining process standards and improvements
Maintain and review standards.
Once the previous 4 S's have been established, they become the new way to operate.
Maintain focus on this new way and do not allow a gradual decline back to the old ways
.Involves employee training/education
Evaluation programs and audits

12. The 5S

13. Kaizen Kaizen means “continuous improvement” From Japanese
KAI- means change, ZEN- means good. (for the better).
Focused on the improvement of a process/ organization
Same principle as Plan-Do-Check-Act cycle

14. Kaizen Principles are: Standardize the process.
Measure the standardized operation (for example cycle time/ throughput, customer satisfaction)
Gauge measurements against requirements
Innovate to meet requirements and increase productivity
Standardize the new / improved process (same as step 1)
Return to Step 2.

15. Kaizen Kaizen Events A focused continuous improvement activity
Takes between 2-10 days to accomplish/implement, but results must be permanent.
A kaizen event includes training based on analysis of the situation, design and sometimes it requires reorganization of a process.
Important tool: Value Stream Mapping
Process owners are part of the team
Significant resources like IT, engineering, and maintenance are important and must be available

16. Kaizen A Team Process: Different Functional Disciplines
Doing, not Proposing: Action-based
Getting Dirty Together: Hands-on Process
A Low-Budget Process: $300-$400
Commitment is the Key: Real Commitment From Management
A Simple Process: Rules are Simple, Practice is Needed

17. Kaizen Detailed thinking and analysis
True problem solving requires identifying “root cause”
Problem: Oil on the shop floor

18. Kaizen Root Cause Analysis
Define the problem or describe the event factually
Gather data and evidence, classifying that along a timeline of events to the final failure or crisis.
Ask "why" and identify the causes associated with each step in the sequence towards the defined problem or event.
Classify causes into causal factors that relate to an event in the sequence, and root causes, that if applied can be agreed to have interrupted that step of the sequence chain.

19. Kaizen Root Cause Analysis
If there are multiple root causes, which is often the case, reveal those clearly for later optimum selection.
Identify corrective action(s) that will with certainty prevent recurrence of the problem or event.
Identify solutions that effective, prevent recurrence with reasonable certainty with consensus agreement of the group, are within your control, meet your goals and objectives and do not cause introduce other new, unforeseen problems.
Implement the recommended root cause correction(s).
Ensure effectiveness by observing the implemented recommendation solutions

20. Root Cause Analysis Three basic types of causes:
Physical causes – Tangible, material items failed in some way (for example, a car's brakes stopped working).
Human causes – People did something wrong. or did not doing something that was needed. Human causes typically lead to physical causes (for example, no one filled the brake fluid, which led to the brakes failing).
Organizational causes – A system, process, or policy that people use to make decisions or do their work is faulty (for example, no one person was responsible for vehicle maintenance, and everyone assumed someone else had filled the brake fluid).

21. Kaizen
RCA Tool

22. C & E
Multiple types of diagrams

23. Kaizen
Process Flowcharts

24. Kaizen
Value Stream Maps

25. Kaizen Suggestion Systems Frequently used in Japan
Employee propose ideas for change
Provide training on how to analyze and improve processes
Ideas are evaluated by a committee
Open information about the suggestions
Employees get a reward for implemented suggestions

26. A3 Process
Structured problem-solving approach that uses a tool called the A3 Problem-Solving Report. 
The term "A3" derives from the paper size used for the report, which is the metric equivalent to 11" x 17" (or B-sized) paper. 
Toyota actually uses several styles of A3 reports--for solving problems, for reporting project status, and for proposing policy changes--each having its own "storyline."

27. A3 Process
· Step 0: Identify a problem or need · Step 1: Conduct research to understand the current situation · Step 2: Conduct root cause analysis · Step 3: Devise countermeasures to address root causes · Step 4: Develop a target state · Step 5: Create an implementation plan · Step 6: Develop a follow-up plan with predicted outcomes · Step 7: Discuss plans with all affected parties · Step 8: Obtain approval for implementation · Step 9: Implement plans · Step 10: Evaluate the results