1. METHOD OF WORK PLACE ORGANIZATION AND VISUAL CONTROLS
Popularized by Hiroyuki Hirano (1990). The origin is rooted in the works of two American pioneers Frederick W. Taylor and Henry Ford – Studied by Japanese managers.

2. ‘5S’ – Each ‘S’ means., SEIRI – Sort - Clearing
SEITON – Set - Organizing
SEISO – Shine – Cleaning
SEIKETSU –Standardizing
SHITSUKE – Sustain – Self Discipline and Training

3. COMMON MIND SETS…
Its an additional burden. Too busy to do 5S activities.
Why clean it? It will get dirty again
We cannot change the existing setup.
More work pressure – No time for these things

4. COMMON MIND SETS… Expensive – Why to waste money?
We are comfortable – Why to change?
It will take time.

5. But the winning companies says…
Work efficiency enhanced due to organized work place
Achieve remarkable cost reduction in production process and improved productivity by 20%

6. But the winning companies says…
Promotes safe, healthy and beautiful work environment
From the bottom of the list we become the number two profit maker
Waste elimination, Cycle time reduction, Space generation, Inventory reduction and improved work ethics

7. But the winning companies says…
World class companies do not succeed, it’s people who do

8. So, What’s good in it?

9. ‘5S’ SEIRI – Sort - Clearing SEITON – Set - Organizing
SEISO – Shine – Cleaning
SEIKETSU –Standardizing
SHITSUKE – Sustain – Self Discipline and Training

10. Eliminate unwanted items from your work area
1S – SORT - Clearing
“…only what is needed, in the amounts necessary,
as they are required…”
Eliminate unwanted items from your work area

11. SORT – Fights with Habits

12. SORT – Fights with Habits
It is difficult and confusing to decide which would be wanted in future.
People tend to keep extras or duplicates “just in case a need comes in future”
People do not realize the importance of space, believing in unlimited space availability.
JUST-IN-CASE
JUST-IN-TIME

13. A Simple Flow chart

14. What is unwanted? 1. Parts & Work in Process (WIP)
Things fallen back behind the machine
Extra WIP
Stock of rejected items
Items accumulated over period for rework
Material awaiting disposal decision
Material brought for some trial, still lying even after trial
Small qty of material no longer in use

15. What is unwanted? 2. Tools, Toolings, Measuring devices
Old jigs, tools not in use
Broken tools, bits, etc.
Measuring equipment not required for the operation
being performed
3. Shelves and Lockers
Shelves and lockers tends to collect things that
nobody ever uses , like surplus, broken items etc.
4. Passages and Corners
Dust, material not required seem to gather in corner

16. What is unwanted? 5. Besides Pillars, Floors
These places tends to collect junk.
6. Walls and Boards
Old out dated notices which have lost their
relevance
Dust, remains of torn notices, cello tape piece

17. Simple – What is unknown?
Unable to decide whether it is useful or not.
Good material – Not useful to you. May be of use to somebody else.

18. SEIRI = Sorting
Meaning Distinguish between necessary and unnecessary items and eliminate the unnecessary items
Activity Establish a criteria for eliminating unwanted items
Eliminate unwanted items either by disposing
them or by relocating them.
Success Area saved or percentage of space available
Indicator

19. INTERACTIVE BIT Give me three examples of areas that could benefit
from sorting

20. SEITON – SET - ORGANIZING
“A place for everything and everything in its place”
Identify and allocate a place for all the materials needed for your work.

21. SEITON – SET - ORGANIZING
Decide where things belong.
Decide how things should put away
Obey the put away rules

22. SEITON – EXAMPLE

23. SEITON = SET-ORGANIZING
Meaning To determine type of storage and layout that will ensure easy accessibility for everyone .
Activity - Functional storage
- Creating place for everything and putting
everything in its place
Success - Time saved in searching
Indicator - Time saved in material handling

24. INTERACTIVE BIT Discuss two areas where production is frustrating
Do the tools keep going missing, or do you have to wait for them to become available.
Do operators zig-zag around the area and/or get in each others way
Do we have Mix Ups?

25. SEISO – SHINE - CLEANING
Here cleaning means more than just keeping things clean – Its for your safe.
At least 5 minutes everyday for cleaning

26. SEISO-SHINE-CLEANING
Meaning Cleaning trash, filth, dust and other foreign matter. Cleaning as a form of Inspection.
Activity - Keep workplace spotlessly clean
- Inspection while cleaning
- Finding minor problems with cleaning inspection
Success - Reduction in machine down time
Indicator - Reduction in no. of accidents

27. INTERACTIVE BIT What areas of the factory are the dirtiest and/or are
depressing to work in?

28. SEIKETSU - STANDARDIZING
Regularising 5S activities by putting systems in place – Everyone does things the same way
Make it easy for everyone to identify the state of normal or abnormal condition.
For maintaining previous 3S, use visual management
5S IS EASY TO DO ONCE – CONSISTENCY IS DIFFICULT

29. SEIKETSU - STANDARDIZING
Meaning Setting up standards / Norms for a neat, clean,workplace and details of how to maintain the norm (Procedure)
Activity - Innovative visual management
- Colour coding
- Early detection of problem and early action
Success Increase in 5S indicator
Indicator

30. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING
Make ‘5S’ is a HABIT
Without this, the time involved in all the other S will be in vain.

31. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING
We need Everyone to maintain 5S guidelines.
To maintain discipline, we need to practice and repeat until it becomes way of life.
Discipline is the core of 5S

32. SHITSUKE – SUSTAIN – SELF DISCIPLINE & TRAINING
Commitment +
Everyone’s Involvement =
Success to 5S

33. SHITSUKE-SUSTAIN
Meaning Every one sticks to the rule and makes it a habit
Activity - Participation of everyone in developing good
habits
- Regular audits and aiming for higher level
Success High employee morale
Indicator Involvement of all people

34. SOME COMPARISONS
BEFORE 5S AFTER 5S

35. The rules… Remove fixed ideas. Think of ways to make it possible.
No excuses needed.
Go for the simple solution, not the perfect one.
Correct mistakes right away.
Repeat ‘Why’ 5 times.
Ask ideas from many people.
There is no end to improvement.

36. BENEFITS Reduced set-up times Reduced cycle times
Reduce searching time
Increased floor space
Lower safety incident/accident rate
Less wasted labor
Better equipment reliability
Higher Quality
Lower cost
Reliable Delivery

37. Roles and Responsibility
Leaders must set the tone and lead by example.
We should commit to the initiative, Provide time to the workforce to develop and implement 5S changes.
Any implementation should have a drive.
Conduct short, focussed and frequent communication sessions.
Select areas that needs 5S – as pilot areas
Share the successes

38. It’s a start….