The Steps of 5S

The Steps of 5S

•     Seiri – Sort (Clearing)

Ø  Clearly separating necessary from unnecessary, and remove unnecessary

•     Seiton – Set in order (Configure)

Ø  Visually arrange and identify items for ease of use and retrieval

•     Seiso - Shine & Check (Clean & Check)

Ø  keep the workplace clean (not pretty) to allow problems to be identified

•     Seiketsu - standardizes (Conformity)

Ø  Continually monitor the level of clearing, organizing and cleaning

•     Shitsuke - Sustain – (Custom & Practice, Consensus)

Ø  Work towards a shared set of values regarding clearing, organizing and cleaning

And the 6^th S is Safety.

•     Safety

Ø  improve through better clearing, organizing, cleaning and visual control

The First “S”; Seiri or Sort - The first stage of 5S, sorting out the clutter

•     The aim is to remove everything but what is actually required every day from the work space.

•     Only items that are needed remain in the workplace, all others are removed or scrapped.

Why remove clutter?

•     Frees up space

•     Removes clutter/obstacles

•     Stops people adding to it

•     Stops hoarding

•     Improves safety

•     Gives control of what is in your area

•     Begins the orderliness process

Who is involved?

•     Everyone in the 5S team and the area concerned

•     Team should involve people who are from outside the area who are more likely to challenge and question the need for some items

Sort process

•     Whole team should spend a few hours going through the entire area (Inside cabinets, under and behind machines, everywhere!);

•     All obvious scrap should be put in the skip

•     All unidentified items should be put in the “red tag” / quarantine / “Crime watch” area.

•     All unnecessary items which have value should also be placed in this area

•     Items which are too big or difficult to remove should have red tag attached.

•     Only Items that are required should remain

Red tag / quarantine / crime watch Area

•     Storage area for unidentified items and items that are not required but have a value

Red tag area and items

•     The red tag area should be reviewed after the clearing process

•     Involve everyone to decide disposition of the items

§  Scrap

§  Storage

§  Return to area

•     Machines and other items with red tags attached should also be reviewed and disposition decided and planned

What’s next?

•     At the end of Seiri (Sort or Clearing) you should only have the items in your area that are required.

•     The next stage of 5S is Seiton (Set in Order) where we set those items in order.

The Second “S”; Seiton or Set in order - Configuring the workplace the Second stage of 5S

Purpose of Seiton – Set in order

•     A place for everything and everything in its place.

•     To arrange all necessary items for economy of movement.

•     Place according to frequency of use.

•     To have a designated place for everything, label, classify and make easily visible.

•     Provide safe storage - heavy items low, light items high.

•     Ensure safe access. 

•     Begins the process of standardization.

Organizing the work-space

•     Set in order is not just about labeling everything and putting it on a shelf.

•     What is the best location for an item to reduce wasted movement in the process and reduce safety issues?

•     How can we make the process more visible?

Set in order for economy of movement

•     Place items in the most ergonomic position to reduce reaching, turning and bending;

Ø  Component boxes fed from the rear of the work area.

Ø  Tools hanging from overhead.

Ø  Components presented in the right orientation to prevent having to turn them

Ø  Scissor lifts platforms to deliver items at a uniform height.

•     Solutions should be no-cost or low-cost; if we have to spend large sums of money then we have not thought hard enough about the problem.

Too many items?

Identify items as Runners, Repeaters and

Strangers;

•     List jobs by production volume (largest to smallest)

•     Identify jobs as runners, repeaters and strangers

For example:

Runners’ repeaters and strangers

Tooling, fixtures, materials etc. for;

•     Runners – stored as close as possible to the work area as these are required most often

•     Repeaters – Stored after the Runners

•     Strangers – Can be located in a storage area if insufficient space in cell

What should be in place at the end of Seiton

•     A place for everything and everything in its place.

•     Should be obvious if anything is missing or out of place

•     Organized ergonomically and for frequency of use

•     Movement and access should be safe without obstacles

What is after Seiton – Set in Order

•     The 3rd and next stage of 5S is Seiso or Shine and Check;

•     In this stage we will inspect and clean everything to ensure that all items are bought back to an “as new” condition and maintained as such. 

5S Seiso – shine - The third stage of 5S, Shine; Clean and Check

Not just cleaning

•     This stage is not just to make everything look clean and pretty (Although it can do..)

•     Thoroughly inspect everything for damage and problems.

•     Bring everything back to “As New”

Benefits of cleaning

•     Makes defects easier to detect

•     Better customer perception

•     Creates a better working environment

•     Aids efficiency and reduces accidents

•     Helps standardization

Initial clean down

•     Correct or schedule repairs for all problems discovered

•     If possible prevent dirt creation – eliminate or reduce

•     Links with Total Productive Maintenance (TPM)

Who, what, when, where, how?

•     Cleaning is an ongoing process;

•     Define and document;

Ø  Who is responsible for cleaning?

Ø  When it will be done?

Ø  What needs to be cleaned and where?

Ø  How is it to be done?

Ø  Provide the required tools for cleaning?

The next stage

•     The next step is Seiketsu or standardization

•     The next stage will build on everything you have achieved in the last three stages

5S Seiketsu – Standardize - The fourth stage in 5S, Standardize; conformity in what we do

Why standardize?

•     It makes 5S routine

•     Sustains all improvements

•     Builds on the improvements already made

•     Maintains agreed procedures

•     Ensures we don’t fall back into our old ways

How do we standardize

•     Document standard ways of working

•     Standard Operating Procedures (SOP)

•     Standardize labeling, signage and flow

•     5S audits

Standard work

•     Document the current agreed way of doing a process.

Ø  Provides a baseline for improvement

Ø  Reduces variation between people/shifts

•     Use text

•     Camera

•     Video

Standardize flow and signage

•     Common methods to show where work enters and leaves a cell.

•     Standard methods for identifying components and tool locations

X 5S is a highly visual tool

Ø  Everything should be obvious.

5S Audit

•     Independent audit of an areas adherence to 5S

•     Capture current state – use color Photographs

•     Create simple audit sheets – With Score

•     Conduct audits

5S auditing

•     Q: Can you write a clear and fair checklist?

§  Those being measured cannot fail or pass for anything ambiguous (eg locations, quantity, cleanliness, etc.) - there should be no "shades of grey"

If not, revisit "Organizing" to visually clarify ground rules and expectations or rewrite the checklist

•     Q: Do those being audited agree the audit is fair and reasonable?

Have they seen the audit? They can almost certainly devise a better one!

•     Periodically re-audit (eg weekly, fortnightly) and cross-check using auditors from other areas to form auditing group

•     Give immediate verbal feedback from audit, display results on noticeboard, and chart against past results

•     Identify problem areas and set targets for improvement for example, can a lack of cleanliness be prevented through controlling contamination?

What is the next stage of 5S?

•     The hardest step of 5S is that of Shitsuke or Sustaining.

•     We need to ensure that we maintain and continuously improve on the gains that we have made through the first 4 steps of 5S

5s Shitsuke – Sustain - The 5th Stage of 5S, Sustain the gains and make them part of our company culture.

Sustaining the gains made through 5s

• 5S will have allowed you to go from!!!

Do you want to slip back?

The hardest part of 5S

• You need to keep the gains.

Sustaining 5s

Probably the most difficult step;

Maintain audits

Maintain cleaning

Walk the walk! Management must lead by example and not ignore issues.

Visual management

•     5S provides a system of visual management

Ø  Any abnormalities are now obvious.

•     All locations identified, work flow should be clear.

Ø  Items and materials that are out of place give a clear indication of a problem and a need for action.

What has 5S done for us?

•     Improves safety.

•     A structured approach.

•     Applicable to the General Manager and everyone else.

•     Improves productivity.

•     Improves quality.

•     Intolerant to waste.

•     Improves morale and teamwork.

•     Enjoy - working in a clean, organized, quality, successful, safe environment.

Show everyone what 5S has achieved - 5S Board

Continuous improvement

•     Use the teams that you have formed to implement 5S to begin the use of Kaizen

•     Use Kaizen and empower your teams to continually improve on the gains they have made through 5S – constantly challenge the teams.

•     Instigate daily management walk through.