5S PDF

What is 5S ?
• 5S is a basic, fundamental,
systematic approach for
productivity, quality and safety
improvement in all types of
business.
What is 5S ?
• A Five S program is usually a part of, and
the key component of Visual Factory
(Workplace) Management (VFM). And 5s
and VFM are both a part of Kaizen -- a
system of continual improvement -- which
is a component of lean manufacturing.
Who will Benefit by 5S
• Any type of business, from a retail
store to a power plant -- from
hospitals to television stations - all
types of businesses, and all areas
within a business, will realize
benefits from implementing a Five
S program.
What will it cost me?
Improved
• Profitability
• Efficiency
• Service
• Safety
Why 5S
Look Familiar ?
Why 5S
Ultimate Goal Better Tomorrow for Everyone
Intermediate Effective Use Resources

Goal Efficiency Improvement
Economic Operation
J T
Approach T T
I Q
& Method P Q
T C
M M
Foundation 5S
5 S FOUNDATION FOR PRODUCTIVITY IMPROVEMENT
What is 5 S ?
• 5 S is a step wise method to
– Remove unnecessary items
– Reduce the searching time of the items
– Inspect while cleaning
– Standardize arrangement to avoid misplacing
– Self discipline
Elements of 5S
• Seiri — Sort
• Seiton — Set in Order
• Seiso — Shine
• Seiketsu — Standardise
• Shitsuke — Sustain
STEP 1
SEIRI
SORT
© Confederation of Indian Industry

Step 1 - SEIRI
Definition
Seiri means that
You remove all items from the workplace

that are not needed for current production
/ operations
Step 1 - SEIRI
Key to doing Seiri !!
– Do not throw out only those items which you

are sure you will not need
– Do not only arrange all the items into neat

patterns
Step 1 - SEIRI
Why ?
• The factory becomes extremely crowded and hard to work in.
• Lockers, shelves and cabinets for storage get in the way of

communication
• Time is wasted in tools, parts searching
• Excess Stock hide production problems
• Unneeded items and equipment make it harder to improve process

flow
Done with the objective of saving
and recovering space
Three numbers in the range of 1 – 50 are missing. Ready? Go!
Three numbers in the range of 1 – 50 are missing. Ready? Go!
Step 1 - SEIRI
Steps to doing SEIRI
S.No What to do Who does it
1. Identify the coordinator CEO
2. Identify the zones Coordinator
3. Identify the Zonal coordinator CEO/Co-ordinator
4. Identify the Red tag holding area Co-ordinator
5. Define the Red Tag Co-ordinator
6. Establish Criteria for red tag CEO/Co-ordinator
7. Establish frequency for doing red tag CEO/ Co-ordinator
7. Do the red tag All persons
8. Identify the Review Committee CEO
9. Review the Red Tagged Items Review Committee
Step 1 - SEIRI
ZONES
• The company to be divided into several
small zones to include every inch of space
in the company (incl Work area, office
area, Security cabin, canteen, toilets,
garden, etc)
• Each zone to have a zonal coordinator
Step 1 - SEIRI
Red Tag Holding Area
Red tag Holding area
This is an area set aside for use in storing red tagged
items that need further evaluation
(Why- It gives you a safety net between first questioning whether something is
needed, and actually getting rid of it)
Types of Red Tag Holding Area

Local Red Tag area – The Dept / Zones / Area can have individual red
tag area to avoid mix up of items with other areas
Central Red Tag Area – Later it would be better to have a central red
tag area for disposal
Step 1 - SEIRI
RED TAG
Red Tag can be a paper tag with the
following information
What is the item?

How much Quantity?
Why is it removed out (damaged,
excess, etc)?
What is approx value?
Section from where the item is
removed?
Establish the frequency of

doing red tag
Step 1 - SEIRI
EXAMPLE OF A RED TAG
RED TAG
1. Raw material 5. Machine and
2. In-process stock other equipment
3. Semi-finished 6. Dies and Jigs
Category goods 7. Tools and
supplies
4. Products 8. Other
Item Door
name:
Manufacturing PX-
No.: 180X
Quality: 2 Units Value: $

(tota
l)

Step 1 - SEIRI
Criteria for Red Tag
• Every person asks to all the items around his / her workplace
– Is this item needed ?
– If it is needed, is it needed in this quantity?
– If it is needed, is it required very frequently?
If Answer is “NO”
REMOVE FROM WORKPLACE
RED TAG CAMPAIGN
Unused Machines & Parts

REDTAG CAMPAIGN
Unused Material and Parts

Red tag Campaign
18/7/2011 12/08/2011
5th Red tag campaign 6 Feb 2012
12/8/2011 18/7/2011
18/7/2011
Red Tag Item kept in designated Red Tag Area
@Confederation of Indian Industry 25
Red tag Campaign
18/7/2011 12/08/2011
5th Red tag campaign 6 Feb 2012
12/8/2011 18/7/2011
18/7/2011
Red Tag Item being disposed
26
1S Shining examples
Sort out activity in Die casting office Sort out activity in Machine shop
Sort through activity in Die casting

Sort out activity in ISD Segregation of reusable items
1S - Sort out, Sort through
Wet to Dry : Nothing on the floor and gangways, No oil leakage
Before (2004)
Now (2006)
Step 1 - SEIRI
RED TAG TARGETS
Raw materials, procured

Types of items Inventory parts, processing parts, in-
process inventory, assembly
parts, semifinished products,
finished products
Red-tag
targets Machines, equipment, Jigs,
Equipment Tools, cutting bits, gauges, dies,
carts, conveyance tools,
worktables, cabinets, desks,
chairs, supplies
Floors, walkways, operation areas,

Physical areas
well, shelves, warehouses
Identifying Red-Tag Targets

Step 1 - SEIRI
RED TAGGING
The best way to carry out red-tagging is to
do the whole target area quickly
RED TAGGING SHOULD BE A SHORT

AND POWERFUL EVENT
Step 1 - SEIRI
Review the Red Tagged Items

• The review team would consist of senior members who
can take decisions on disposal, it must include personal
buying new items
– First a “purchase ban” on all items red tagged till inventory lasts
– Review the items accordingly
• Keep the item where it is

• Move the items to a new location
• Store the item away from the work area
• Hold the item in the local red tag area for evaluation
• Disposal of the item
DISPOSAL METHODS
Treatment Description
Throw it Dispose of as scrap or incinerate items that are useless or unneeded

away for any purpose.
Sell Sell off to other companies items that are useless or unneeded for any
purpose.
Return Return items to the supply company.
Lend out Lend items to other sections of the company that can use them on a
temporary basis.
Distribute Distribute items to another part of the company on a permanent basis.
Central red- Send items to the central red-tag holding area for redistribution,
tag area storage, or disposal.

Removing “Red Tagged” stuff
What Stuff would you “Red Tag” in these pictures ?
Think Break

Red tag Campaign
Red tag campaign status
No of
Cumulative
Red No of Items Cumulative No Cumulative Balance Oldest
Tag moved to Red of Items No of Items No of Items Items Item
Campai Conducted Tag Area moved to Red Cleared Cleared Pending Pending
gn on (Date) (Nos) Tag Area (Nos) (Nos) (Nos) (Nos) (Date)
1st 18 Jul 11 1310 1310 1310 1310 0
2nd 12 Aug 11 119 1429 119 1429 0
3rd 24 Sept 11 153 1582 153 1582 0
4th 14 Dec 11 87 1669 87 1669 0
5th 6th Feb 12 190 1859 140 1809 50 6 Feb 12
Money Released 197.22 Lacs RS
Space Released 12226 Sq. Ft.
34
Best Before - After Photograph: Only 1 S Improvement
Before After
Date : 06. 02.12 Date : 15.02.12
Unwanted LDO tanks lying Unwanted LDO tanks removed &

PROBLEM IMPROVED
disposed
35
Best
Best Shining
Shining
Example
Example : :
Only
Only 1S
1S
Before
36
Best Shining
Example :
Only 1S
After
37
Machine Shop Space Released Over the period
July-2011
12 Feb-2012
1 July-2012

Management Action on Red Tags
Step 1-
 Red Tag Analysis
 Creating Pie Chart of Red Tag Analysis
 CEO Review
 For all 7 Categories of Red Tag action plan for top 3-4 components
Item Freq. of Responsibility Action Creation of

Description Review on Red New
Tags Standard

Management Action on Red Tags
Step 2-
 PDCA of Red Tag
Step 3-
 SOP to be developed
Step 4-
 Monitoring of Results

1S - Sorting out
Nothing on the floor and gangways
Before
After

1S-Sorting
Worst Point Photographs (WPP)-WPP are the areas

which are relatively in bad shape identified for
improvements. ‘Before-After’ photos reflects
improvements.
Fixed Point Photographs (FPP) to be used to show
Sustenance of Improvements month after month.

BACK Aisle
BEFORE AFTER
Aisle

BEFORE AFTER
OBSTRUCTION IN AISLE

CON ROD HONING SPM
BEFORE AFTER
DRESSING IMPROVED : EXTRA CABLES REMOVED.

CABLE TRAY MADE VERTICAL SO THAT DUST WILL NOT ACCUMULATE ON TRAYS.

SHAFT DEEP HOLE DRILLING
BEFORE AFTER
# REMOVED UNWANTED SWITCHGEARS(RELAY CARD, CONTACTORS)

# RE-ROUTING OF ELECTRICAL CABLES
# OLD/DAMAGED CABLE DUCTING REPLACED WITH NEW

CON ROD HONING SPM
BEFORE AFTER
METALLIC PANEL REMOVED FOR EASE OF INSPECTION BY THE OPERATOR DURING

ROUTINE DAILY CLEANING ACTIVITY.
METALLIC JUNCTION BOXES REPLACED WITH CLEANER/SMALLER PLASTIC BOXES
(QUANITY OF BOXES REDUCED FROM 4 TO 2 BY RE-ROUTINGOF CABLES)

Best Before - After Photograph: Only WPP Improvement
WPP BPP
Date : 15.09.2011 Date : 25.12.2011
Improper placing of LAN All LAN cables were placed

connection wires on all shops Properly.

6th MRM
Best Before - After Photograph: Only WPP Improvement
Before After
Date : 10.01.2012 Date :14.02.2012

Open land creating dust to floor Lawn to avoid dust
PROBLEM inside the factory IMPROVED
6th MRM 49
17th Feb 2012
Glimpses of the Garden
flowers in bloom Garden at ETP

Glimpses of the Garden
flowers in bloom Garden at ETP

Classify clearly the items into necessary and
unnecessary items, then dispose of unnecessary items
Do not leave SEIRI half done. All of the unnecessary

items should be discarded.
Not
Necessary
Not
Necessary
1 S Audit : Zone-wise scores
Company score = 66% ( Lowest score of all zones )
Max Worst Best
1)Floor cleanliness ( Max. 6 marks ) possible Zone Zone
Score No. 14 No. 11
1.1) Free from Dust 1 0 0
1.2) Free from Trash 1 0 0
1.3) Free from Stain Marks/Foot prints 1 0 1
1.4) Free from wetness (Water) 1 1 1
1.5) No material on the floor 1 1 1
1.6) No material on Gangways / Aisle 1 1 1
Sub Total for Floor Cleanliness 6 3 3
% Marks 50 66
1 S
2)General cleanliness – Inside ( Max . 3 marks )
Sorting
Out 2.1) Walls & Pillars free from dust (NEWS & Roof ) 1 0 0
2.2) Walls free from damages (NEWS & Roof ) 1 1 1
2.3) Walls free from stain marks/finger prints/paint peel off/cob
1 1 1
web
Sub Total for General Cleanliness (Walls & Pillars) 3 2 2
% Marks 66 67
3) General cleanliness – Shop-Floor ( Max. 3 marks )
3.1) All fans free from dust / rust / paint peel off 1 1 1
3.2) All light fittings free from dust / rust / paint peel off 1 0 1
3.3) All required Signage’s are available 1 1 0
Sub Total for General Cleanliness in Shop Floor 3 2 2
% Marks 66 67
53
Max
Zone Zone
4) Work place area possible 14 11
Score
4.1) Machine (NEWS)( Max. 8 Marks )
4.1.1 Free from Dust 1 0 1
4.1.2 Free from Oil leakage 1 1 1
4.1.3 Free from air Leakage 1 1 1
4.1.4 Free from loose cable 1 1 1
4.1.5 Free from broken glasses 1 1 1
4.1.6 Free from odor ( Like Coolant smell ) 1 1 1
4.1.7 Work Instruction / SOP at right place and clear 1 1 0
4.1.8 Free from coolant leakage 1 1 1
Sub Total for Machine 8 7 7
% Marks 87.5 87.5
4.2 Parts Handling ( containers / Trolleys / Pallets )
( Max. 6 marks )
4.2.1 Parts are clean 1 1 1
1 S
4.2.2 Parts are not touching other parts ( Not touching ) 1 1 0
Sorting
Out 4.2.3 Count free storage in containers 1 0 1
4.2.4 Containers are clean 1 1 1
4.2.5 Damage free containers 1 1 1
4.2.6 Parts are not damaged 1 0 1
Sub Total for Parts Handling 6 4 5
% Marks 66 83
54
Max
Zone Zone
1.4.3 Measuring Equipments ( Max. 4 marks ) possible 14 11
Score
1.4.3.1 All Equipments are clean 1 1 1
1.4.3.2 All Equipments are available ( Nothing is missing ) 1 1 1
1.4.3.3 All Equipments are calibrated 1 1 1
1.4.3.4 All Equipments are kept on soft surface ( No
1 0 0
metallic contact )
Sub Total for Measuring Equipments 4 3 3
% Marks 75 75
Total Score on 1S 30 21 23
% Marks 66 76
Lowest Zone Score* : 66 %

Lowest Sub Total Score** : %
Company 1S Score*** : 66 %
* - Lowest Score of all Zones

** - Lowest Score of all Sub Total Scores
*** - Lowest Score of all Zones and Sub Total Scores
55
STEP 2
SEITON
SET IN ORDER

Step 2 - SEITON
Definition
Seiton means that
You arrange needed items so that they are easy to

to use and label them so that anyone can find
them and put them away

Step 2 - SEITON
Why ?
 SEITON is important because it helps eliminate many
kinds of waste in the workplace
– Motion Waste – Person sent to find cart searched full
factory
– Searching Waste – No one can find the key to the tool
cabinet
– Waste of Human Energy – Frustrated worker gives up
searching for template after two hours
– Waste of Excess Inventory – Desk drawers are full of
papers and stationary supplies
– Waste of defective products – Items not kept back in
the same location so worker picks up wrong piece for
assembly
– Waste of unsafe condition – Boxes of material kept in
the walkway, causing someone to trip and get injured

Steps to do SEITON
Step A – Deciding Appropriate location
1. Principles of Storing jigs, tools, dies to eliminate waste
2. Principles of motion economy to eliminate waste
3. 5 S Map to decide location
Step B – Identifying location

1. Signboard Strategy
2. Painting Strategy
3. Colour coding Strategy
4. Outlining strategy

Deciding Appropriate location
Principles of Storing Jigs, tools, Dies for waste elimination
1. Locate the items in the workplace according to their frequency of use

– Place frequently used items near the place of use
– Store infrequently used items away from the place of use
2. Store items together if used together, and in sequence if used in
sequence.
3. Devise a “Just let go” arrangement for tools (eg. suspend the tools)
4. Make storage space larger than the item so that easy to put back
5. Eliminate the variety of jig, tools an dies by creating multi function jigs,
tools and dies.
6. Store tools according to function or product based on the type of usage

Step 2 - SEITON
Principles of Motion Economy for waste elimination
Start and end each motion with both hands moving at once
Both arms should move symmetrically and in opposite
directions
Keep trunk motions to a minimum
Use gravity instead of muscle
Avoid zigzagging motions and sudden change in direction
Move with a steady rhythm
Maintain a comfortable posture with comfortable motions.

Step 2 - SEITON
Principles of Motion Economy for waste elimination (contd.)
Use the feet to operate on and off switches for machines

Keep materials and tools close and in front
Arrange materials and tools in the order of their use.
Use inexpensive methods for feeding in and sending out
materials
Stand at a proper height for the the work to be done
Make materials and parts easy to pick.
Make handles and grips in easy to use and efficient
shapes and positions

Step 2 - SEITON
SEITON
Operator returns tool without having to step back or

look
Tools Kept Close at Hand and Stored in the Order

Used
Step 2 - SEITON
SEITON
Before Improvement After Improvement
Workpiec Workpiec
e e
Parts
Parts
Parts
stand
Parts (slanted)
stand
Worktable Worktable
(two-thirds width reduction)
• Worktable was too wide. • Worktable was made smaller

• Parts stand was too far away. (two-thirds width reduction).
• Parts were laid out • Parts were put within closer reach.
horizontally, making • Parts were laid out on a slant,
them hard to see and reach. making them easier to see and
reach.

Step 2 - SEITON
SEITON
Before Improvement After Improvement
Plastic sheets Workpiece

for packaging
Conveyor Conveyor
• Plastic sheets were kept on • Now plastic sheets are hung

the rack behind the on a hook in front of operator.
operator. • The operator does not have to turn
• The operator was forced to around.
turn around each time he • Four seconds of motion waste are
needed a plastic sheet. eliminated.
• The turning motion required
four seconds.

Step 2 - SEITON

5 S Map to decide locations
Steps in making a 5 S Map
1. Make a floor plan or area diagram of the study area
2. Draw arrows in process flow sequence. For every operation there
is one arrow.
3. Search for areas of waste based on principles shown earlier.
4. Make new 5 S map. Draw arrows again. (Use several iterations till
most efficient one is reached)
5. Find out the feasibility and time period to make the layout change
6. Implement the new layout by moving parts, tools, machines etc.
7. Continue to further improve the layout

Step 2 - SEITON
BEFORE
OUT
Deburring Cleaning
IN
Grinder Grinder
Loader
#2 #1
Heat
Roller
treatment

Step 2 - SEITON
AFTER
Roller
Grinder Heat
#2 treatment
3 4
5
2
Grinder
Cleaning
#1
1 6
Loader Deburring
IN OUT

Step 2 - SEITON
Identifying location
Signboard Strategy
The signboard strategy uses signboards to identify

what, where and how many.
 Location indicators (where does the item go)
 Item indicators (what item goes here)
 Amount indicators (how many items go here)

Signboard

Work Instructions Displayed Near Eye Sight
Operator Can’t read the work inst. easily Operator read the work inst. easily
BEFORE AFTER

Signboard Strategy

Signboard Strategy
Elimination of Searching Waste

Good working environment (contd..)
Noise free training hall Dust free and bright working condition
24 x 7 Training hall Green Garden

74
Good working environment (contd..)
Visual office
75
Step 2 - SEITON
First In First Out

Step 2 - SEITON
TELEPHONE NUMBERS DISPLAYED
FAN AND ELECTRICAL SWITCHES

IDENTIFIED

Step 2 - SEITON
Painting Strategy
The Painting Strategy is a method for
identifying locations on floors and walkways
 Factors to keep in mind while using painting strategy
– U-shaped cell designs are more efficient than straight
production lines
– In process inventory should be positioned carefully for best
process flow
– Floors should be leveled or repaired before painting
– Walkways should allow for safety and smooth flow esp at
the turns
– Divider lines should be 2 or 4 inch wide
– Paint color MUST be standardized. Colors should be bright

Good working environment Via 2S
Clean and Visual factory
79
MARKING OF AISLES
PAINTING OF FLOOR IN
THE SHOP

Color coding Strategy
Color coding strategy can be use to indicate which
items is used for which part
Examples
– Different colors can be allotted to different oils and the oil
bath to be marked the color of the type of oil to be used
– If certain items are used for making the same part then the
items can be color coded the same color and kept in a
location having the same color.
– Inventory levels can be color coded to indicate the critical,
designed, reorder and excess levels

Visual control – “Seeing is believing”
Visual control in material identification
82
Step 2 - SEITON

Inventory Control for Spares

Inventory Control in Stores

FIFO in store

Step 2 - SEITON
Outlining Strategy
Outlining is a method to show which jigs and tools

are stored where.
Outlining means drawing outlines of jigs and tools

in their proper locations

Step 2 - SEITON
SHADOW BOARDS FOR GAUGES

Step 2 - SEITON
Outlining Strategy in Drawer

Step 2 - SEITON
SHADOW BOARDS FOR TOOLS/GAUGES

Step 2 - SEITON
CARD BOARD TOP FILE REPLACED BY STANDARD CATALOGUE HOLDER

STANDARD FILES

Step 2 - SEITON
Mahindra & Mahindra Ltd. – Automotive Sector , Mumbai
Machine No. – 1726 ( Engine P.U.)
BEFORE 2 - S AFTER 2 - S
BEFORE ‘2’ ‘S’ AFTER

Place necessary items at proper position
for practical usage and clearly indicate the contents
so that everyone can understand.
ＢＣ
ＡＤ

I am taking one piece！

Seiri & Seiton are carried out
What is missing now？
２３４
１５
１２４５
ＡＢＣＤＥ
Visible Inventory Control
We can easily and clearly count the No. of items.
1 1
６６６６
９９
“Excess” or “Shortage” can be identified. Inventory reduction has achieved.
The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without 1S & 2S
AFTER 1S & 2S

STEP 3
SEISO
SHINE

Step 3 - SEISO
Definition
Seiso means that
You need to keep everything swept and

clean
This is done with the objective of inspecting for

problems and taking faster corrective actions

Step 3 - SEISO
Why ?
 SEISO avoids certain problems
– Puddles of oil or water lead to slippages and
injury
– Cutting shaving, dirt can get mixed up in the
production resulting in defects
– Cutting shaving can get into peoples eyes
and create injury
– Windows are so dirty so no sunlight enters –
Defects are less obvious in the dark
– Filthy work environment lowers morale

Step 3 - SEISO
Steps to do SEISO
Determine Shine targets
• Storage space, Equipment or Empty Space
Determine Shine assignments
• Divide job based on area of cleaning
• Divide job based on time of cleaning
Determine Shine Methods
• Choose the right tools
• Shining should take 5 minutes
• How much to shine should be defined
Prepare tools
• Keep tools near location of shine
Start to Shine
• Clean thoroughly

Step 3 - SEISO
3S

Step 3 - SEISO

Cleanliness involves cleaning every aspect of
the Organization and the removal of dirt,
dust,oil, scraps on the floor, & garbage.
Key Deliverables
Increased
Efficiency
Increased
Safety
A clean Systematic Organization results in increased safety and efficiency.

Step 3 - SEISO
SPIC & SPAN
If there’s Lesser No. of Items
there is Lesser to Clean
• One is Best
– One page memo
– One day Processing
– One location Files
– One copy Filing
• Reduce no of Tools
– Reduce no. of bolt sizes
– Use of winged nuts
– Consolidate kinds of oil
– Combine various tools into one
– Any others...

3S - Shine Equipment
Shine road Shine lawn
Shine training hall Shine shop floor

STEP 4
SEIKETSU
STANDARDISE

Step 4- SEIKETSU
Definition
Seiketsu means that
You need to create a consistent way of

doing tasks and procedures.
This is done with the objective of ensuring

that the condition does not deteriorate back to
the condition it was before implementing 1S,
2S and 3 S.

Step 4- SEIKETSU
Why ?
 SEIKETSU avoids certain problems
– Conditions go back to their old undesirable levels even
after company wide implementation of 5S
– At the end of the day piles of unneeded items are left
from the day’s production and lie scattered.
– Tool storage sites become disorganized and need to
be put in order at the end of the day.
– Cutting shavings constantly fall on the floor and need
to be swept frequently
– Even after implementing 1S and 2S, soon the office is
cluttered with more stationary supply than needed.

Step 4- SEIKETSU
Steps to do SEIKETSU
 Step A : Making it a habit

– Decide who is responsible for 3 S activities
– Integrate 3S duties into regular work duties
– Check on how well 3S conditions are being maintained
 Step B : Prevention
– Prevent unneeded items from accumulating
– Prevent from having to put back things

Step 4- SEIKETSU
Making it a habit
 Decide who is responsible for 3 S activities
– Everyone must know exactly what they are responsible for doing and
exactly when, where and how to do it.
 5S maps with responsibilities and frequency
 3S cleaning instructions on area of 3S
 Integrate 3S duties into regular work duties
– Visual 5S (Abnormal conditions are seen at a glance)
– Five minute 5S (Efficient and quick solutions are given for doing
cleaning)
 Check on 3S maintenance level
– AUDIT

NECESSARY ITEMS
1. Operator Location 3
2. Machine
9
3. Air Gun
4. Power Supply
5. Water Line 1 2
6. Out Put Bin 6
5
7. Inspection Table
8. Tool Cabinet 4
9. Chip Bin 7 X
8
10. Dust Bin
11 10
11. Fire Extinguish

Step 4- SEIKETSU
Prevention
In spite of all the instructions in place we find that

the cleanliness keeps deteriorating and requires
regular reminders.
Now it is required to take it to the next level
PREVENTION
Ask the area “why does this happen” repeatedly till you
get to the root (5 why) and then attack the source with
fundamental improvement.

Step 4- SEIKETSU
Prevention
Prevent unneeded items from accumulating
Normally unneeded items keep accumulating; we need to clear them

regularly doing 1S.
To avoid this, find out “why” the unneeded item is even

entering the workplace.
To achieve “no unneeded item” from entering the workplace
we need to implement
JIT
Step 4- SEIKETSU
Prevention
Prevent things from having to be put back
There are two ways to to this

Make it difficult to put things in the wrong place
• This relies heavily on
 discipline and
 visual controls
Make it impossible to put things in the wrong place
• Use 5 W and 1 H approach and eliminate the
need to put back

Step 4- SEIKETSU
5W + 1H
What? • Is wrong
• Is causing the problem
When? • Does it happen
Where? • Is the problem (Location)
Who? • Does it
• Is responsible for it
Why? • Does it happen
• Does he do it this way and
How? • Else could it be done
• Do we improve the situation

Step 4- SEIKETSU
Prevent from putting things back
This can be achieved by following methods

 Suspension
 Incorporation
 Use Elimination
– Tool Unification
– Tool Substitution
– Method Substitution

Step 4- SEIKETSU
Prevent from putting things back (contd.)

 Suspension
– Suspend the tools with a spring balancer. Once the use is
over the operator “just let’s go” and the tool goes back to its
desired position
 Incorporation
Here create a flow of goods such that
– jigs, tools and measuring instruments are smoothly
integrated into the process and hence stored in the place of
usage
Example – fix a measuring gauge on the conveyor, eliminating the
need of picking up the gauge and measuring and putting the gauge
back

Step 4- SEIKETSU
 Use Elimination
There are three ways to achieve this
– Tool Unification
– Tool substitution
– Method Substitution

Step 4- SEIKETSU

 Tool Unification
– This means combining the functions of of two
or more tools in a single tool.
 (eg.Reduce the variety to fasteners with a common size
fasteners)
 Tool Substitution
– This means use something other than a tool
to serve the same function
 (eg. Replace a wrench turned bolt to hand turned butterfly -
grip bolts)

Step 4- SEIKETSU
 Method Substitution
– Eliminate the method used to avoid using
tools
 (eg. Changing wrench turned bolts to butterfly-grip bolts does
not eliminate the process of tightening. But usage of clamps,
cylinders, pins etc can eliminate the need to twist the bolt)

Some evidence of standardized work areas
•Clear, shiny aisle ways

•Color coded areas
•Slogans, banners
•No work-in-process ( WIP )

•One-Piece Flow
•Standardized Work Sheets

STEP 5
SHITSUKE
SUSTAIN

Step 5 - SUSTAIN
Definition
Sustain (Shitsuke) means that
You need to make a habit of properly maintaining
correct procedures of 1S, 2S, 3S & 4S.

Step 5 - SUSTAIN
Why ?
 SUSTAIN avoids certain problems
– Done with the objective of achieving higher productivity
and better quality through good employee morale.
GOOD MORAL AND

BUILD PRIDE IN
WORK AREAS
Higher Productivity

Step 5 - SUSTAIN
Why ?
– Unneeded items begin pilling up as soon as sorting is
completed.

Step 5 - SUSTAIN
Why ?
– No matter how well Set in Order is planned and
implemented, tools and jigs do not get returned to their
designated places after use.

Step 5 - SUSTAIN Why ?
– No matter how dirty equipment becomes, little or nothing is done
to clean it.
– Dirty machines start to malfunction and produce defective goods.
BEFORE 5S AFTER 5S

Step 5 - SUSTAIN
Why ?
– Items are left protruding into walkways, causing people
to trip and get injured.

Step 5 - SUSTAIN
HOW to implement 5th S

 Awareness - All need to understand what 5S is about
 Time - Time has to be allocated to do the 5S
 Structure - A Structure has to be formulated on how and when
5S activities will be done
 Support - Management support needed in acknowledgement,
leadership and resources.
Management must lead by example
 Rewards and recognition - Efforts need to be recognized
 Satisfaction and Excitement - This needs to be shared in
the entire organization

Step 5 - SUSTAIN
 Awareness - All need to understand what 5S is
about
PROPER TRAINING
5S
SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE

Step 5 - SUSTAIN
 Time - Time has to be allocated to do the 5S
5 Minute 5S
7:30 - 7:35
1S organize
2S orderliness
3S cleanliness
4S standardize
5S discipline

Step 5 - SUSTAIN

 Structure - A Structure has to be formulated on how and
when 5S activities will be done
STEERING
COMMETEE
PHOTO
FACILITATOR CHAMPION
PHOTO SANJEEV VERMA N.K SHARMA PHOTO
ZONE HEAD ZONE HEAD ZONE HEAD ZONE HEAD

ZONE HEAD ZONE HEAD ZONE HEAD
Mr. RANJEET Mr. VISHAL Mr. DEVESH Mr. PANKAJ
PHOTO Mr. N.K. BHATT
SINGH CHAUHAN
Mr. VINAY GOEL
SHARMA
Mr. BINU T.
jOHRI
ZONE-5 ZONE-3 ZONE-6
ZONE-1 ZONE-2 ZONE-4 ZONE-7
PHOTO PHOTO PHOTO PHOTO PHOTO PHOTO

ZONE CO-
ORDINATOR
PHOTO Mr. VINAY GOEL
ZONE -5
SUB ZONE
SUB ZONE SUB ZONE
LEADER
LEADER LEADER
Mr. NAVEEN
Mr.GURUTEZ Mr. NAVEEN
KHULBE
SUB ZONE-5A SUB ZONE-5A
SUB ZONE-5A
PHOTO PHOTO PHOTO

Step 5 - SUSTAIN
 Support - Management support needed in
acknowledgement, leadership and resources.
Management must lead by example

Step 5 - SUSTAIN
 Rewards and recognition - Efforts need to be
recognized

Step 5 - SUSTAIN
 Satisfaction and Excitement - This needs to be
shared in the entire organization

Step 5 - SUSTAIN
Tools and Techniques for 5th S

 5S Slogans
 5S Posters/ Stickers
 5S Photo Exhibits
 5S Newsletters
 5S BADGES AND BUTTONS
 5S MINI SLOGAN SIGNS
 5S Maps
 5S Pocket manuals
 5S Department tours
 5S Competitions
Step 5 - SUSTAIN
 5S Slogans & 5S Mini Slogan Signs
Do your best, follow 5S
World shines with sunrise

Your (Company name) shines with 5S
We request, please follow 5S
One goal, one passion 5S

Step 5 - SUSTAIN
5S Posters/ Stickers

Step 5 - SUSTAIN

5S Photo Exhibits

Step 5 - SUSTAIN

 5S Pocket manuals

Step 5 - SUSTAIN

 5S Newsletters
Kaizen5 SNewspaper
Newspaper
Problem Action Who When Result

;lksadfjkl dkj dkfj kjd kskuvisdfj kk sfj jskdfjk dqkje 1233
lksdjf ksdj askdkk kkdj
kdsjkf kjfdf siusd fj dkkj fd dskfj jvn wkeuue 5434 dskk kdfj ask d dkfjdkjf
di fmd jkythtkd dids skk
qiuiu skduid iuisduf kdfi di iuioi dufidfu 9890
sdiufdiu idfuid diuf dfudiu diuidfu idifuioa iduidu 8089 aiudiu diid fid idusf i
oidi difui idfuiu dru dkhu difdiu d difudi idfu
diuf
di idfu difuiduf idufid diuud diufdi uidiu 3439

diufsd dju dkajdkiw
mchnfdi
diufdi diuf iidufiui sui kdsiekcsd. dskfui xci kdju 8908

sdu idiuf dfksdu
dfkjdk dk idufid diufsd djfkd d djkl dkui dkjadkf i kdjd 3448 dkjf sdkj dk dkfuduf kdfu
dju dkajdkiw mchnfdi dkfkdsui kdsfuu kdfu kk ddfjk
dfui

Step 5 - SUSTAIN

 5S BADGES AND BUTTONS

Step 5 - SUSTAIN

 5S Department tours

Step 5 - SUSTAIN

 5S Competitions

Step 5 - SUSTAIN

 5S Maps

Step 5 - SUSTAIN ADVANTAGES OF
5S
Productivity
improvement
Quality assurance
Cost reduction
Job satisfaction
Deadline observation Secure production

Happy workplace volume
Workplace improvement
SEIRI SHITSUKE
SEITON SEIKETSU
SEISO
5S
 Nice to work in a clean, beautiful, organised workplace
 Time taken to reach things minimized
 Lesser time wasted in information handling

©CII-AVANTHA Centre
Confederation offorIndian
Competitiveness
Industry
5S
 Problems detected fast
 Machine/Production down-time reduced
 Lower cost of production
 More usable space

5S (Contd.)
 Reduction in errors/defects due to standardized
procedures
 Consistent and better quality product
 Higher productivity
 Lesser accidents

5S (Contd.)
 Better preventive maintenance
 Higher employee involvement
 Reduction in errors/defects due to standardized
procedures
 Consistent and better quality product
 Higher productivity
 Lesser accidents
 Higher employee morale
 More time for improvement activities

Step 5 - SUSTAIN
The potential benefits of 5S can be summarized by five
English S or PQCDS :-
FIVE ENGLISH S
Sales - Increase sales (market share).
Savings - Save costs.
Safety - Provide a safe working environment.
Standardization - Standardize the operating procedure.
Satisfaction - Employees and customers satisfaction.

Step 5 - SUSTAIN
PQCDS
P - Increase productivity.
Q - Improve product quality.
C - Reduce manufacturing costs.
D - Ensure on-time delivery.
S - Provide a safety working environment.

Step 5 - SUSTAIN
5S In The Office
Step 5 - SUSTAIN
CRITICAL FACTORS/STEPS IN
IMPLEMENTING 5S
 Top Management commitment
 Leadership by location head
 Awareness Training Programme for all
employees (concepts, rules, steps, benefits)
 Launching of 5S programme, promotion
through badges, posters, booklets, banners
 Allocation of funds
 Identification of 5S areas

Step 5 - SUSTAIN
5S On The Plant Floor

Think...

©CII-AVANTHA Centre
Confederation offorIndian
Competitiveness
Industry

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What is 5S ?

Intermediate Effective Use Resources

• Seiton — Set in Order

© Confederation of Indian Industry

You remove all items from the workplace

Key to doing Seiri !!

– Do not throw out only those items which you

– Do not only arrange all the items into neat

• Lockers, shelves and cabinets for storage get in the way of

• Time is wasted in tools, parts searching

• Excess Stock hide production problems

• Unneeded items and equipment make it harder to improve process

Types of Red Tag Holding Area

What is the item?

Establish the frequency of

Quality: 2 Units Value: $

© Confederation of Indian Industry

– Is this item needed ?

– If it is needed, is it needed in this quantity?

– If it is needed, is it required very frequently?

Unused Machines & Parts

Unused Material and Parts

5th Red tag campaign 6 Feb 2012

5th Red tag campaign 6 Feb 2012

Sort through activity in Die casting

RED TAG TARGETS

Raw materials, procured

Floors, walkways, operation areas,

Identifying Red-Tag Targets

© Confederation of Indian Industry

RED TAGGING SHOULD BE A SHORT

Review the Red Tagged Items

– Review the items accordingly

• Keep the item where it is

Throw it Dispose of as scrap or incinerate items that are useless or unneeded

Return Return items to the supply company.

Distribute Distribute items to another part of the company on a permanent basis.

© Confederation of Indian Industry

© Confederation of Indian Industry

Money Released 197.22 Lacs RS

Space Released 12226 Sq. Ft.

Date : 06. 02.12 Date : 15.02.12

Unwanted LDO tanks lying Unwanted LDO tanks removed &

© Confederation of Indian Industry

Item Freq. of Responsibility Action Creation of

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

Worst Point Photographs (WPP)-WPP are the areas

© Confederation of Indian Industry

© Confederation of Indian Industry

© Confederation of Indian Industry

DRESSING IMPROVED : EXTRA CABLES REMOVED.

© Confederation of Indian Industry

# REMOVED UNWANTED SWITCHGEARS(RELAY CARD, CONTACTORS)

© Confederation of Indian Industry

METALLIC PANEL REMOVED FOR EASE OF INSPECTION BY THE OPERATOR DURING

© Confederation of Indian Industry

Date : 15.09.2011 Date : 25.12.2011