1. The Lean Enterprise Lean Foundations Continuous Improvement Training
An Introduction to 5S
This information should take about 45 minutes to review.
(Please retain the free lean site reference with the materials.)
Lean Foundations
Continuous Improvement Training

2. Learning Objectives
The purpose of the this module is:
To introduce the 5S philosophy, actions and measurements.
Understand and apply simple Visual Display and Visual Control techniques.
Explore and examine the benefits of adopting these disciplines.

3. The Benefits of Implementing “5S”
5S provides a basis for being a world-class competitor and the foundation for a disciplined approach to the workplace.
Safer working conditions
A cleaner and more organized work area
Reduction in non-value added time
Effective work practices
Efficient work processes
5S Improvements:
Facilitating a change: Safer, Better, Faster !

4. S And The 5-S’s are… Seiri – (Separate) or Sort
Seiton – (Straighten) Store, or Put-in Place
Seiso – (Clean) or Shine
Seiketsu – (Standardize)
Shitsuke – (Discipline) or Sustain
+ Safety ! S

5. Sometimes called 5S + 1 or “6S”
Safety 1st ! (in everything we do!)
Seiri – (Separate) or Sort
Seiton – (Straighten) Store, or Put-in Place
Seiso – (Clean) or Shine
Seiketsu – (Standardize)
Shitsuke – (Discipline) or Sustain S

6. Separate the necessary from the unnecessary.
Sort and Separate
Separate the necessary from the unnecessary.
Identify what is required to work a process or perform a particular operation or task.
Remove unnecessary tools, equipment, files, binders, parts, procedures, furniture, and other ‘stuff’ from the area.

7. 1 - ‘Sorting’ Activity Steps
Establish criteria and explain the handling of items
Assign zones to people
Conduct an event
Identify not-needed items from what is needed
Move identified not-needed items to holding area
Conduct a ‘white elephant’ sale or AUCTION
Conduct an initial cleaning
Focus on doing and attaining results

8. Red Tag (Example)
Red Tag
Item number_______________
Description________________
Date Tagged_______________
Tagged by_________________
Circle one:
Stored Disposed
Reason _____________________________
Red tags (somewhat of a standard) should be used to identify items that need to be moved or disposed of from the area performing the Sorting event.

9. 2 - Straighten (or Put-in Place)
Create a place for everything
and
put everything in its Place !
Organize materials according to frequency of use
Implement visual aids to improve communication
Lay it out - for when YOU are not there …

10. Steps to ‘Straightening’ process
Identify key equipment and supplies
Determine location for every item
Develop shadow boards
Label needed items
Determine required quantities
Outline locations of equipment,
supplies, common areas, and safety zones
Document workplace layout, equipment, safety zones, and supplies
Work team involvement is crucial to success

11. A performance improvement discipline
3 - Shine (Clean)
Perform initial clean and sweep of the area
Perform daily cleaning and inspection of area and equipment to determine status and need for corrective and preventive action
A daily discipline to an agreed upon plan that is executed by the work area team members
A performance improvement discipline

12. Progress Towards Prevention over Detection
‘Shining’ Steps
Identify key points to check
to ensure proper performance
Determine acceptable performance
Determine corresponding
visual indicators and controls
Mark equipment and controls
Establish ‘who and when’ cleaning plan
Conduct daily cleaning and inspections
Progress Towards Prevention over Detection

13. The Standard Becomes the Baseline for Further Improvement
4 - Standardize
Determining, sharing, and using the best processes and methods
Standardization serves to minimize variation and the effect of variation on quality and speed
We want to look towards standardization with process tooling, methods, parts, sub-assemblies, design, etc
The Standard Becomes the Baseline for Further Improvement

14. Steps to ‘Standardization’
Document present work area agreements and routine checks
Establish and document standardized methods across similar work areas
Document new standard methods
Attacking Process and Methods Variation

15. Pride in Improvement, Accomplishments, and the Desire to do More
5 - Sustain
Keeping the gains and building further progress
A ‘Continuous Improvement’ thought process becomes the culture
Pride in Improvement, Accomplishments, and the Desire to do More

16. Sustain Success (“6S”) through Habit
Steps to ‘Sustaining’
Determine 5S level of achievement
Perform routine checks, including point photography
Analyze results of routine checks
Measure progress and plan for continuous improvement
Sustain Success (“6S”) through Habit

17. Document The Current Situation
Purpose:
Record the current situation as a baseline for progress
Preparation:
Obtain a camera or photographic assistance
Obtain a layout and mark the before-picture place and angle
Explain the steps of current situation documentation
Publish the picture taking date
Do it:
Take work area photos
Evaluate current 5S ‘level of achievement’
Without a Baseline Measurement,
Progress Cannot Be Determined

18. A 5S Case Study (example)
Purpose:
To Document Before and After
ACTIONS !
Without a Baseline Measurement,
Progress Cannot Be Determined

19. Process followed for the 5S ‘Kaizen’ Event
2 Days of Office Work
Conducted a detailed audit of current conditions
Created a flow process diagram
Brainstorming Session with entire dept.
Developed a layout that addressed issues
3 Days in Departments
Rearranged both areas to optimize flow
Decluttered
Moved Accessory inventory to Stockroom
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20. After Before - Clutter removed - Consolidation of workspace & storage
Excess inventory in area
Lack of space for work & storage
- Clutter removed
- Consolidation of workspace & storage
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21. After Before - Racks organized with work in process & out of work area
Scattered work in process
No protocol for Eng’s seals in area for failure analysis
- Racks organized with work in process & out of work area
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22. After Before - Machines lined up to optimize flow
Work area was not defined
Storage in several areas
Old furniture
- Machines lined up to optimize flow
- Relocated & upgraded hoist
- Standardized benches
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23. After Before - Safer condition - Decreased excess inventory
Product with no part code
Non-conforming to paint booth regulation
- Safer condition
- Decreased excess inventory
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24. After Before - Work space standardized
- Flow optimized – assemble, test & package
Work areas were not conducive to communication or flow
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25. After Before - Standardized work areas
Cluttered work areas
Old benches
- Standardized work areas
- Each employee is responsible for cleaning bench at day’s end
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26. After Before - Testing equipment along one wall and upgraded
Testing equipment scattered & unorganized
- Testing equipment along one wall and upgraded
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27. Before
After
Instruction manuals in 2 cabinets with boxes on top
- Instruction manuals in 1 cabinet – organized and labeled
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28. After the Kaizen Event Many actions remain
Team meets every 1-2 weeks to keep medium to long term actions moving – examples:
Track cross-training plan
Put up doors or plastic strip barriers to separate assembly room from rest of shop
Complete the labeling of drawers & standardization of tools
Engineering protocols in place
Audit plan to sustain improvements
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29. Levels of Achievement (beginning phases)2
Focus On Reliability
Necessary and un-necessary items are identified;those not needed are gone.
Needed items are safely stored and organized according to usage frequency.
Key area items are marked to check and required level of performance noted.
Work group has documented area arrangement and controls.
Initial 6S level is established and and is posted in the area.
LEVEL 1
Just Beginning
Needed and not needed items are mixed throughout the area.
Items are randomly placed throughout the workplace.
Key area items checked are not identified and are unmarked
Work area methods are not always followed and are not documented.
Work area checks are randomly done and there is no 6S measurement.
Sort
Straighten
Shine
Standardize
Sustain

30. Levels of Achievement (Strive for Five !)5
Continuous
Improvement
Cleanliness problem areas are identified and mess prevention actions are in place.
Needed items can be retrieved in 30 seconds with minimum steps.
Potential problems are identified and countermeasures documented.
Proven methods for area arrangement and practices are shared and used
Root causes are eliminated and improvement actions include prevention. 4
Focus On Reliability
Cleaning schedules and responsibilities are documented and followed.
Minimal needed items arranged in manner based on retrieval frequency
Work area cleaning, inspection, and supply restocking done daily.
Proven methods for area arrangement and practices are used in the area.
Sources, frequency of problems are noted w/root cause & corrective action 3
Initial cleaning is done and mess sources are known and corrected.
Needed items are outlined, dedicated locations are labeled in planned quantities
Visual controls and indicators are set and marked for work area.
Agreements on labeling,quantities, and controls are documented.
Work group is routinely checking area to maintain 6S agreements.
Sort
Straighten
Shine
Standardize
Sustain

31. A Simple 5S Progress Check
There are 5 ways to appraise the level of 5S at each stage.
Evaluation of self/ team.
Evaluation by expert/ consultant.
Evaluation by supervisor/ manager.
Combination of the above.
‘Friendly’ competition among groups.
Key to Sustaining a “Visual” Business – Make it FUN !

32. 5S Implementation Lessons Learned Keys to Success
Start with cross functional team
Discuss benefits (METRICS)
Train, then immediately do
Agree on a vision
Agree on standards
Define the area to do
Define roles
Don’t let participants walk away
Keys to Success
Get everyone involved
Get commitment and authorization for facility wide improvement
Have leaders set expectations & do follow-up
Establish standards
Establish routines
Keep it simple
Link to other Improvement activities

33. Summary
5S is more than “cleaning up”, it is a discipline that is used to support all Lean Enterprise activities.
Visual Controls, like Visual Displays, can resolve many information and communication problems in the workplace.
Another important result is fewer work frustrations and a SAFER and more satisfying work experience.
Again, the result is improved work efficiency and effectiveness.

34. Next Steps Want to become a “Tool Master ” ?
Lead a 5S event in your area (a small defined area)
1 hour training session
Materials you saw today plus a video
You and your team go and see (GEMBA)
And then do ! (Kaizen)
Evaluated by Lean Coach/ MBB (30/60/90 day Metrics)
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35. Expectations Leadership Development Improved Process state (sustained)
Team development
Propagation of “Lean Thinking”
(Drive the culture …)
5S “Tool Mastery” Certificate
Recognition and Reward (picture, $)
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36. The Lean Enterprise Lean Foundations Continuous Improvement Training
An Introduction to 5S
Lean Foundations
Continuous Improvement Training