Logo Name of Institution

Standardize and sustain 3S

NTQF Level II

Unit of Competence: Standardize and sustain 3S

Module Title: Standardizing and sustaining
3S
LG Code: ---2 M 02 LO1- 03
TTLM Code: TTLM 0715v1

LO 1: Prepare for work

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 Instruction Sheet Learning Guide #1

This learning guide is developed to provide you the necessary information regarding the
following content coverage and topics –
 Job requirements
 OHS requirements
 Tools and Equipment Preparation for 3S
 3S Implementation

This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to –
 Use work instruction, work manual and job requirements.
 Use OHS requirements (Safety policies /Legislation/ regulations/codes of practice,
Safe operating procedures, Emergency procedures, Personal protective equipment).
 Prepare tools and equipment for sorting, set in order and shining activities.
 Check if 3S is implemented.
Learning Instructions:
1. Read the specific objectives of this Learning Guide.
2. Follow the instructions described in number 3 to 15.
3. Read the information written in the “Information Sheets 1”. Try to understand what are
being discussed. Ask you trainer for assistance if you have hard time understanding
them.
4. Accomplish the “Self-check 1” in page 07.
5. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 1).
6. If you earned a satisfactory evaluation proceed to “Information Sheet 2”. However, if
your rating is unsatisfactory, see your trainer for further instructions or go back to
Learning Activity #1.
7. Submit your accomplished Self-check. This will form part of your training portfolio.
8. Read the information written in the “Information Sheet 2”. Try to understand what are
being discussed. Ask you trainer for assistance if you have hard time understanding
them.
9. Accomplish the “Self-check 2” in page 15.
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10. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 2).
11. Read the information written in the “Information Sheets 3. Try to understand what are
being discussed. Ask you trainer for assistance if you have hard time understanding
them.
12. Accomplish the “Self-check 3” in page 21.
13. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 3).
14. Read the information written in the “Information Sheets 4. Try to understand what are
being discussed. Ask you trainer for assistance if you have hard time understanding
them.
15. Accomplish the “Self-check 4” in page 54.
16. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 3).
17. If you earned a satisfactory evaluation proceed to “Operation Sheet 1” in page 58.
However, if your rating is unsatisfactory, see your trainer for further instructions or go
back to Learning Activity #1.
18. Do the “LAP test” in page 63 (if you are ready). Request your trainer to evaluate your
performance and outputs. Your trainer will give you feedback and the evaluation will be
either satisfactory or unsatisfactory. If unsatisfactory, your trainer shall advice you on
additional work. But if satisfactory you can proceed to Learning Guide #8.

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 Information Sheet-1 Job Requirements

Job Requirements

A Job can be defined as:

 A piece of work, especially a specific task done as part of the routine of
one's occupation or for an agreed price.
 A post of employment; full-time or part-time position
 Anything a person is expected or obliged to do; duty; responsibility
 An affair, matter, occurrence, or state of affairs.
 The material, project, assignment, etc., being worked upon.
 The process or requirements, details, etc., of working.
 The execution or performance of a task.

The requirements for a job vary according to the nature of the job itself. However, a certain
work ethic must be cultivated to succeed in any job and this is fundamental to an
individual’s sense of himself as a worker, as part of production relations and a
fundamental economic being. The basic requirements for a job remain the same no matter
what the job is, where it is located or what professional and educational qualifications are
required for it. These are as follows:

Discipline: Nothing is possible without discipline. Any job requires a fundamental core of

discipline from the worker or the employee and this is a quality which is independent of
age, post, stature, job and so on. Discipline is absolutely indispensable and provides the
impetus for work that can be strenuous, repetitive, boring and even unsatisfactory at times.

Enthusiasm: Enthusiasm for work is also a pre-requisite for any job. An innate love for the
job, which in modern parlance is known as job satisfaction, is a core requirement for any
job. The drive to succeed, to innovate, to do well and to make one’s profession into one’s
livelihood is a critical drive which needs to be present in the employee or cultivated as
soon as possible. No job, however perfectly carried out, can evoke the feeling of
satisfaction of a job well done without the instinct for success.

Qualifications: This is a more material, tactile need for a job which can be conveyed
through degrees and certificates. However education is not limited to what is taught in
colleges or vocational training courses. It is the burning desire to learn more, to reach the
depths of knowledge about a particular field of interest, to complete the job and learn from
it that marks the true enthusiast and the truly learned.

Soft Skills: Soft skills include those skills which ensure that a job is executed well, and the
employee can carry himself in the proper manner too. For example, good and smooth
communication, computer skills, proficiency in language if needed, presentable
appearance, the ability to manage crises are all soft skills which are fundamentally
important in any job and which must be cultivated consciously.

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Thus, the requirements of a job, though specific to it, cover also a general spectrum.
These make for better employees and better individuals.

1. Work Instruction

Information about the work

 Describe what workers need to be able to do on the job
 Work functions
 Key activities of each work function
 Performance indicators
 Describe what task to be done or work roles in a certain occupation

Work instruction is a description of the specific tasks and activities within an organization.

A work instruction in a business will generally outline all of the different jobs needed for
the operation of the firm in great detail and is a key element to running a business
smoothly.

In other words it is a document containing detailed instructions that specify exactly what

steps to follow to carry out an activity. It contains much more detail than a Procedure and
is only created if very detailed instructions are needed. For example, describing precisely
how a Request for Change record is created in the Change Management software support
tool.

Procedures vs. Work Instructions

Many people confuse “procedures” with “work instructions”.  In fact, most people write
work instructions and call them procedures. Knowing the differences of procedures vs
work instructions can help you understand the documentation process much better and,
therefore, procedure documentation.

Procedures describe a process, while a work instruction describes how to perform the
conversion itself.  Process descriptions include details about the inputs, what conversion
takes place (of inputs into outputs), the outputs, and the feedback necessary to ensure
consistent results. The PDCA process approach (Plan, Do, Check, Act) is used to capture
the relevant information.

Questions that need to be answered in a procedure include:

 Where do the inputs come from (suppliers)?
 Where do the outputs go (customers)?
 Who performs what action when (responsibilities)?
 How do you know when you have done it right (effectiveness criteria)?
 What feedback should be captured (metrics)?
 How do we communicate results (charts, graphs and reports)?
 What laws (regulations) or standards apply (e.g., ISO 9001, 8th EU Directive, IFRS,
Sarbanes-Oxley)?

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Job Specification
A statement of employee/workers characteristics and qualifications required for
satisfactory performance of defined duties and tasks comprising a specific job or function.

Specification Sample

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 Work Manual Self-
Written Test
Check 1

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page:

1. What is job (1 point)

2. What is a job requirement? (2 points)
3. List the requirements of job. (5 points)
4. What is work? (2 points)
5. Describe work instruction by your own words. (5 points)
6. Describe the difference between procedure and work instruction? (5 points)
7. Define job specification? (2 points)
8. Prepare specification samples (10 points)

Note: Satisfactory rating - 18points Unsatisfactory - below 18 points

You can ask you trainer for the copy of the correct answers.

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 Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. ________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

4. ________________________________________________________________

________________________________________________________________

________________________________________________________________

5. ________________________________________________________________

________________________________________________________________

________________________________________________________________

6. ____________________________________________________________

________________________________________________________________

________________________________________________________________

7. ____________________________________________________________

________________________________________________________________

________________________________________________________________
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8. ____________________________________________________________

________________________________________________________________

________________________________________________________________

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 Information Sheet 2 OHS Requirements

OHS Requirements
OHS requirements are legislation/regulations/codes of practice and enterprise safety
policies and procedures. This may include protective clothing and equipment, use of
tooling and equipment, workplace environment and safety, handling of material, use of
firefighting equipment, enterprise first aid, hazard control and hazardous materials and
substances.

Personal protective equipment include those prescribed under legislation/

regulations/codes of practice and workplace policies and practices. Safe operating
procedures include the conduct of operational risk assessment and treatments associated
with workplace organization. Emergency procedures include emergency shutdown and
stopping of equipment, extinguishing fires, enterprise first aid requirements and site
evacuation.

Occupational safety and health (OSH) also commonly referred to as occupational health

and safety (OHS) or workplace health and safety (WHS) is an area concerned with
the safety, health and welfare of people engaged in work or employment. The goals of
occupational safety and health programs include fostering a safe and healthy work
environment. OSH may also protect co-workers, family members, employers, customers,
and many others who might be affected by the workplace environment. In the United
States the term occupational health and safety is referred to as occupational health and
occupational and non-occupational safety and includes safety for activities outside work.

Occupational safety and health can be important for moral, legal, and financial reasons. In
common-law jurisdictions, employers have a common law duty (reflecting an underlying
moral obligation) to take reasonable care for the safety of their employees. Statute law
may build upon this to impose additional general duties, introduce specific duties and
create government bodies with powers to regulate workplace safety issues: details of this
will vary from jurisdiction to jurisdiction. Good OSH practices can also reduce employee
injury and illness related costs, including medical care, sick leave and disability benefit
costs.

As defined by the World Health Organization (WHO) "occupational health deals with all

aspects of health and safety in the workplace and has a strong focus on primary
prevention of hazards." Health has been defined as "a state of complete physical, mental
and social well-being and not merely the absence of disease or infirmity. Occupational
health is a multidisciplinary field of healthcare concerned with enabling an individual to
undertake their occupation, in the way that causes least harm to their health. It contrasts,
for example, with the promotion of health and safety at work, which is concerned with
preventing harm from any incidental hazards, arising in the workplace.

Since 1950, the International Labour Organization (ILO) and the World Health

Organization (WHO) have shared a common definition of occupational health. It was
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adopted by the Joint ILO/WHO Committee on Occupational Health at its first session in
1950 and revised at its twelfth session in 1995. The definition reads: "The main focus in
occupational health is on three different objectives: (i) the maintenance and promotion of
workers’ health and working capacity; (ii) the improvement of working environment and
work to become conducive to safety and health and (iii) development of work
organizations and working cultures in a direction which supports health and safety at work
and in doing so also promotes a positive social climate and smooth operation and may
enhance productivity of the undertakings. The concept of working culture is intended in
this context to mean a reflection of the essential value systems adopted by the
undertaking concerned. Such a culture is reflected in practice in the managerial systems,
personnel policy, principles for participation, training policies and quality management of
the undertaking."

Joint ILO/WHO Committee on Occupational Health: those in the field of occupational

health come from a wide range of disciplines and professions including medicine,
psychology, epidemiology, physiotherapy and rehabilitation, occupational,  occupational
medicine,  human factors and ergonomics, and many others. Professionals advise on a
broad range of occupational health matters. These include how to avoid particular pre-
existing conditions causing a problem in the occupation, correct posture for the work,
frequency of rest breaks, preventative action that can be undertaken, and so forth.

"Occupational health should aim at: the promotion and maintenance of the highest degree
of physical, mental and social well-being of workers in all occupations; the prevention
amongst workers of departures from health caused by their working conditions; the
protection of workers in their employment from risks resulting from factors adverse to
health; the placing and maintenance of the worker in an occupational environment
adapted to his physiological and psychological capabilities; and, to summarize, the
adaptation of work to man and of each man to his job.

History

Harry McShane, age 16, 1908. Pulled into machinery in a factory in Cincinnati and had his
arm ripped off at the shoulder and his leg broken without any compensation.
The research and regulation of occupational safety and health are a relatively recent
phenomenon. As labor movements arose in response to worker concerns in the wake of
the industrial revolution, worker's health entered consideration as a labor-related issue.

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In 1833, HM Factory Inspectorate was formed in the United Kingdom with a remit to
inspect factories and ensure the prevention of injury to child textile workers. In 1840
a Royal Commission published its findings on the state of conditions for the workers of the
mining industry that documented the appallingly dangerous environment that they had to
work in and the high frequency of accidents. The commission sparked public outrage
which resulted in the Mines Act of 1842. The act set up an inspectorate for mines and
collieries which resulted in many prosecutions and safety improvements, and by 1850,
inspectors were able to enter and inspect premises at their discretion.

Otto von Bismarck inaugurated the first social insurance legislation in 1883 and the
first worker's compensation law in 1884 – the first of their kind in the Western world.
Similar acts followed in other countries, partly in response to labor unrest.

Workplace hazards

Although work provides many economic and other benefits, a wide array of workplace
hazards also present risks to the health and safety of people at work. These include
"chemicals, biological agents, physical factors, adverse ergonomic conditions, allergens, a
complex network of safety risks," and a broad range of psychosocial risk factors.

Physical and mechanical hazards

At-risk workers without appropriate safety equipment

Physical hazards are a common source of injuries in many industries. They are perhaps
unavoidable in certain industries, such as construction and mining, but over time people
have developed safety methods and procedures to manage the risks of physical danger in
the workplace. Employment of children may pose special problems. Falls are a common
cause of occupational injuries and fatalities, especially in construction, extraction,
transportation, healthcare, and building cleaning and maintenance.

An engineering workshop specializing in the fabrication and welding of components has to

follow the Personal Protective Equipment (PPE) at work regulations 1992. It is an
employer’s/workers duty to provide ‘all equipment (including clothing affording protection
against the weather) which is intended to be worn or held by a person at work which
protects him against one or more risks to his health and safety’. In a fabrication and
welding workshop an employer would be required to provide face and eye protection,
safety footwear, overalls and other necessary PPE.

Machines are commonplace in many industries, including  manufacturing,  mining,

construction  and agriculture, and can be dangerous to workers. Many machines involve
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moving parts, sharp edges, hot surfaces and other hazards with the potential to
crush, burn, cut, shear, stab or otherwise strike or wound workers if used unsafely.
Various safety measures exist to minimize these hazards, including lockout-tag out 
procedures for machine maintenance and roll over protection systems for vehicles.

According to the United States Bureau of Labor Statistics, machine-related injuries were

responsible for 64,170 cases that required days away from work in 2008. More than a
quarter of these cases required more than 31 days spent away from work. That same
year, machines were the primary or secondary source of over 600 work-related fatalities.
Machines are also often involved indirectly in worker deaths and injuries, such as in cases
in which a worker slips and falls, possibly upon a sharp or pointed object.

The transportation sector bears many risks for the health of commercial drivers, too, for
example from vibration, long periods of sitting, work stress and exhaustion. These
problems occur in Europe but in other parts of the world the situation is even worse. More
drivers die in accidents due to security defects in vehicles. Long waiting times at borders
cause that drivers are away from home and family much longer and even increase the risk
of HIV infections.

Confined spaces also present a work hazard. The National Institute of Occupational Safety
and Health defines "confined space" as having limited openings for entry and exit and
unfavorable natural ventilation, and which is not intended for continuous employee
occupancy. Spaces of this kind can include storage tanks, ship compartments, sewers,
and pipelines. Confined spaces can pose a hazard not just to workers, but also to people
who try to rescue them.

Noise also presents a fairly common workplace hazard: occupational hearing loss is the
most common work-related injury in the United States, with 22 million workers exposed to
hazardous noise levels at work and an estimated $242 million spent annually on worker's
compensation for hearing loss disability. Noise is not the only source of occupational
hearing loss; exposure to chemicals such as aromatic solvents and metals including lead,
arsenic, and mercury can also cause hearing loss.

Temperature extremes can also pose a danger to workers. Heat stress can cause heat

stroke, exhaustion, cramps, and rashes. Heat can also fog up safety glasses or cause
sweaty palms or dizziness, all of which increase the risk of other injuries. Workers near hot
surfaces or steam also are at risk for burns. Dehydration may also result from
overexposure to heat. Cold stress also poses a danger to many workers. Over-exposure
to cold conditions or extreme cold can lead to hypothermia, frostbite, trench foot, or
chilblains.

Electricity poses a danger to many workers. Electrical injuries can be divided into four
types: fatal electrocution, electric shock, burns, and falls caused by contact with electric
energy.

Vibrating machinery, lighting, and air pressure (high or low) can also cause work-related

illness and injury. Asphyxiation is another potential work hazard in certain situations.
Musculoskeletal are avoided by the employment of good ergonomic design and the

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reduction of repeated strenuous movements or lifts. Ionizing (alpha, beta, gamma, X,
neutron), and non-ionizing radiation (microwave, intense IR, RF, UV, laser at visible and
non-visible wavelengths), can also be a potent hazard

In Victoria, workplace health and safety is governed by a system of laws, regulations and
compliance codes which set out the responsibilities of employers and workers to ensure
that safety is maintained at work.

The Act
The Occupational Health and Safety Act 2004 (the Act) is the cornerstone of legislative
and administrative measures to improve occupational health and safety in Victoria.

The Act sets out the key principles, duties and rights in relation to occupational health and
safety. The general nature of the duties imposed by the Act means that they cover a very
wide variety of circumstances, do not readily date and provide considerable flexibility for a
duty holder to determine what needs to be done to comply.

The Regulations
The Occupational Health and Safety Regulations 2007 are made under the Act.  They
specify the ways duties imposed by the Act must be performed, or prescribe procedural or
administrative matters to support the Act, such as requiring licenses for specific activities,
keeping records, or notifying certain matters.

Guidance
Effective OHS regulation requires that Work Safe provides clear, accessible advice and
guidance about what constitutes compliance with the Act and Regulations. This can be
achieved through Compliance Codes, Work Safe Positions and non-statutory guidance
("the OHS compliance framework").  For a detailed explanation of the OHS compliance
framework, see the Victorian Occupational Health and Safety Compliance Framework
Handbook. 

Policy
Not every term in the legislation is defined or explained in detail.  Also, sometimes new
circumstances arise (like increases in non-standard forms of employment, such as casual,
labour hire and contract work, or completely new industries with new technologies which
produce new hazards and risks) which could potentially impact on the reach of the law, or
its effective administration by Work Safe. Therefore, from time to time Work Safe must
make decisions about how it will interpret something that is referred to in legislation, or act
on a particular issue, to ensure clarity. In these circumstances, Work Safe will develop a
policy. A policy is a statement of what Work Safe understands something to mean, or
what Work Safe will do in certain circumstances.

Work Manual Self- Written Test

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 Check 2

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page:

1. What is OHS represents for (2 point)

2. What is OSH represents for? (1 point)
3. What is WHS represents for. (1 point)
4. What are the goals of OHS? (2 points)
5. List some examples of OHS requirements in your work areas. (10 points)

Note: Satisfactory rating – 09 points Unsatisfactory - below 09 points

You can ask you trainer for the copy of the correct answers.

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 Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

4. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

5. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

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 Information Sheet 3 Tools and Equipment Preparation for 3S

Tools and Equipment used to implement 3S

You are required to prepare and use tools and equipment to implement sort,
set in order and shine activities in to your work station. The following are
some tools and equipment that help you in the implementation of 3S.

Tools and materials used to implement Sort activity

Tools and materials are required to implement sort, set in order and shine activities in
work stations. The following are some tools and materials used to implement the first pillar
of 5S-Sort.
● red tags sticker
● hook nails
● shelves chip wood
● sponge broom
● pencil shadow board/ tools board
● formats (for recording necessary
and unnecessary items, plans etc…)

Tools and materials used to implement set in order

The following are some tools and materials used to implement the second pillar of 5S-Set
in order.

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Tools and materials used to implement shine
The following are some tools and materials used to implement the third pillar of 5S-Shine.
● sponges
● brooms
● brushes
● spades
● vacuum cleaners
● waste baskets
● dust bins
● gloves
● dust masks
● detergents
● containers
● oils
● bolts
● screws
● boots shoes
● Etc…

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 Self-Check 3 Written Test

Instructions: Perform the following tasks. Write your answers in the answer sheet
provided:
1. List at least 10 tools and materials used to implement Sort. (10 points)
2. List at least eight tools and materials used to implement Set in order. (8 points)
3. List at least eight tools and materials used to implement Shine. (8 points)

Note: Satisfactory rating - 08 points Unsatisfactory - below 08 points

You can ask your trainer for the copy of the correct answers.

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 Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

1. _______________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

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Information Sheet 4 3S Implementation

SORT
Overview of red tagging
The Red-Tag Strategy is a simple method for identifying potentially unneeded items in the factory
or workshop, evaluating their usefulness and dealing with them appropriately. Red-tagging means
putting red tags on items in the factory or workshop that need to be evaluated as being necessary
or unnecessary. A Red tag is a red colored tag used to identify items no longer needed in a particular
work area. The red tags catch people’s attention because red is a colour that stands out. An item
with a red tag is asking three questions:
 Is this item needed?
 If it is needed, is it needed in this quantity?
 If it is needed, does it need to be located here?

Once these items are identified, they can be held in a “Red Tag Holding Area” for a period of time
to see whether they are needed, disposed of, relocated, or left exactly where they are.

Red-tag Holding areas

In order to implement the red-tag strategy effectively, a red-tag holding area must be created. A
red-tag holding area is an area set aside for use in storing red-tagged items that need further
evaluation. Red-tagging is helpful when the need or frequency of need for that item is unknown.
When an item is set aside in a red-tag holding area and watched for an agreed-upon period of
time people tend to be more ready to let it go when that time is over.

There are two red-tag holding areas: local and central holding areas. Local red-tag holding area is
used to manage the flow of red-tagged items with in a local department or production area.
Central red-tag holding area is used to manage the flow of items that cannot or should not be
disposed of by individual departments or production area. Usually central red-tag holding area is
used by an organization that is launching a companywide red-tagging effort.

Red-tag Holding Area

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Steps/procedures in Red tagging
The red-tagging process in a department or work area can be broken down into seven steps.
Step 1: Launch the red-tag project.
Step 2: Identify the red-tag targets.
Step 3: Set red-tag criteria.
Step 4: Make red tags.
Step 5: Attach red tags.
Step 6: Evaluate red-tagged items.
Step 7: Document the results of red-tagging.

Step 1: Launch the red-tag project

Red-tag campaigns are started and coordinated by the upper-level management of a company.
Even when a red-tag campaign is companywide, local campaigns need to be organized in each
department or production area. This involves
 Organizing a team
 Organizing supplies
 Organizing a time or schedule to perform red-tagging
 Deciding a local-tag holding area
 Planning for disposal of red-tagged items

People from outside a department can be valuable members on a red-tagging team since they
tend to see the area with a fresh eye. Hence, it is helpful to partner with other departments or
production areas in creating red-tagging teams.

Step 2: Identify red-tag targets

There are two red-tag targets:
a) Items: in the manufacturing area items like inventory (warehouse and in-process
inventory), equipment, and space are targets for red tags. Warehouse inventory
include material, parts, products etc.
b) Areas: It is better to define a smaller area and evaluate it well than to define a larger
area and not be able to evaluate it fully in available time.

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Step 3: Set red-tag criteria
As already mentioned, the most difficult thing about red-tagging is differentiating what is needed
from what is not. This issue can be managed by establishing clear-cut criteria for what is needed in
particular area and what is not. The most common criterion is the next month’s production
schedule.
 Items needed for that schedule are kept in that location.
 Items not needed for the schedule can be disposed of or stored in a separate location.

Three main factors determine whether an item is necessary or not. These factors are:
 The usefulness of the item to perform the work at hand. If the item isn’t needed it should
be disposed of.
 The frequency with which the item is needed. If it is needed infrequently it can be stored
away from the work area.
 The quantity of the item needed to perform this work. If it is needed in limited quantity the
excess can be disposed or stored away from the work area.
Each company must establish its own red-tagging criteria and each department may customize
this standard to meet its local needs.

Step 4: Make red-tags

Each company has specific needs for documenting and reporting the movement, use, and value of
materials, equipment, tools, inventory and products. The company’s red tags should be designed
to support this documentation process.

Various types of information on a red tag may include:

 Category: provides a general idea of the type of item (e.g., a warehouse item or machine).
Categories include raw materials, in-process inventory, products, equipment, jigs, tools and
dies.
 Item name and manufacturing number.
 Quantity: indicates the number of items included under this red tag.
 Reason: describes why a red tag has been attached to this item.

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 Division: includes the name of the division responsible for managing the red-tagged item.
 Value: includes the value of the red-tagged item.
 Date: includes the red-tagging date.

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  Red Tag
 
  Item Information
 
Tagged
  Date:    By:
Item
  Name:      
  Location:      
 
  Category
  Equipment  Raw Materials
Work-in-
  Tools & Jigs Process
 Finished
  Goods Other
   Gauges & Instruments
   Consumables
   Machine Parts
 
  Reason for Red Tag
   Not Required  Obsolete
 Unknown
   Defect object
   Scrap
 
  Suggested Action Required
   Return to
   Scrap
   Relocate
   Sell
 
  Comments
       
         
         
         
         
         
   
  Log No.    
         

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The material used for red tags can be red paper, thick red tape, or others. Red tags can be
laminated with plastic or another material to protect them during repeated use.

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Step 5: Attach the red tags
The best way to carry out red-tagging is to do the whole target area quickly, if possible, in one or
two days. In fact, many companies choose to red-tag their entire factory during a one or two day
period. Red-tagging should be a short and powerful event. You should red-tag all items you
question, without evaluating what to do with them.

Step 6: Evaluate the red-tagged items

In this step, the red-tag criteria established in step 3 are used to evaluate what to do with red-
tagged items. Options include:
 Keep the item where it is.
 Move the item to a new location in the work area.
 Store the item away from the work area.
 Hold the item in the local red-tag holding area for evaluation.
 Dispose of the item.

Disposal methods include:

 Throw it away.
 Sell it.
 Return it to the vendor.
 Lend it out.
 Distribute it to a different part of the company.
 Send it to the central red-tag holding area.

The next table shows disposal methods.

Treatment Description
Throw it Dispose of as scrap or incinerate items that are
away useless or unneeded 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
tag area redistribution, storage, or disposal.

Evaluation format for red-tag items (sample)

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Ideally, unnecessary equipment should be removed from areas where daily production activities
take place. However, large equipment and equipment or machine attached to the floor may be
expensive to move. It is sometimes better to leave this equipment where it is unless it interferes
with daily production activities or prevents workshop improvements. Label this unneeded and
difficult to move equipment with a “freeze” red tag, which indicates that its use has been “frozen,”
but that it will remain in place for the time being.

Step 7: Document the results of red-tagging

Each company or organization needs to create its own system for logging and tracking necessary
information as red-tagging takes place. The documentation system may involve a written logbook
in each department and in the central red tag holding area. Or it may involve entering data from
the red-tags into a computer system. Whatever the system, documenting results is an important
part of the red-tagging process. It allows the company to measure the improvement and savings
produced as a result of the red-tagging effort. As it is indicated in step 4, the red-tags should be
designed to support the documentation process.

Determine in advance approximately how many red-tags each workplace should use. An average
of four red-tags per employee should be used. This means a workshop with 30 employees should
need about 120 red tags. In addition when you find a shelf full of items which are difficult to
decide, we don’t have to be tempted to attach one red-tag for the whole shelf. Because this can
lead to confusion when we want to dispose of these items in the shelve. Therefore, avoid this
temptation and attach individual tags to individual items.

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When red-tagging is completed the factory or workshop is usually dotted with empty spaces – a
sign of real progress. Then the layout of equipments and worktables can be changed to occupy the
free space. Companies or organizations who think they need to build a new factory for a
production of new products/ services should first apply the sort activity or the red-tag strategy so
that they could get plenty of free space.

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Red Tagged Items

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 Disposal of Unnecessary Items

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SET IN ORDER
There are some principles for deciding best locations for tools and equipments. Jigs, tools and dies
differ from materials, equipments, machinery and parts in that they must be put back after each
use. Some of the principles for jigs, tools and dies also apply to parts, equipments, and machinery.
These are:
 Locate 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.
 Store items together if they are used together, and store them in sequence in which they
are used.

Fig. Tools kept at hand and stored in the order used.

 Device a “just let go” arrangement for tools. This approach involves suspending tools from
a retractable cord just within reach so that they will automatically go back in to their
correct storage position when released.
 Make storage places larger than the items stored there so that they are physically easy to
remove and put back.
 Eliminate the variety of jigs, tools and dies needed by creating a few jigs, tools and dies
that serve multiple functions.
 Store tools according to function or product. Function-based storage means storing tools
together when they have similar functions. This works best for job-shop production.
Product-based storage means storing tools together when they are used on the same
product. This works best for repetitive production.

There are principles helpful in deciding the best locations for parts, equipments, and machinery, as
well as tools by removing motion wastes. Motion wastes are unnecessary movements created
when people move their trunks, feet, arms, and hands more than needed to perform a given
operation. These wastes lead to waste of time, energy and effort. These motion wastes can be
minimized by locating parts, equipments, and machinery in the best locations possible. More
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important than removing motion wastes is asking why it occurs. By asking ‘why’ we can find the
methods of manufacturing that work and approach the zero-waste mark. Eliminating the
unnecessary motions from existing operations is called Motion improvement. And finding ways to
eliminate the whole operations to remove the wastes is called Radical improvement.

The principles that are helpful to eliminate or reduce motions that operators make are:
Principle 1: Start and end each motion with both hands moving at once.
Principle 2: Both arms should move symmetrically and in opposite directions.
Principle 3: Keep trunk motions to a minimum.
Principle 4: Use gravity instead of muscle.
Principle 5: Avoid zigzagging motions and sudden changes in direction.
Principle 6: Move with a steady rhythm.
Principle 7: Maintain a comfortable posture with comfortable motions.
Principle 8: Use the feet to operate on and off switches for machines where practical.
Principle 9: Keep materials and tools close and in front.

Fig. Guidelines for locating parts, equipments, and machinery to maximize motion efficiency.
Principle 10: Arrange materials and tools in the order of their use.
Principle 11: Use inexpensive methods for feeding in and sending out materials.
Principle 12: Stand at a proper height for the work to be done.
Principle 13: Make materials and parts easy to pick up.
Principle 14: Make handles and grips in efficient, easy-to-use shapes and positions.

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 Fig. Motion wastes Fig. No waste of motion

Example of eliminating motion wastes

Improving the retrieval of parts
The figure below shows an improvement in picking up parts in an assembly work. Before improvement, the worktable
was so large that the assembly worker had to stretch to pick up parts. Also, the parts boxes were laid flat at table
level, making it difficult to reach inside them. After improvement, the decreased width of the worktable enabled the
assembly worker to reach the parts without stretching his arm too far. Also the parts boxes set on an inclined surface
to make their contents more accessible.

Improvements in picking up parts

Improving the layout of parts
The following figure shows an improvement in how plastic packaging sheets are used. The sheets are moved from a
rack behind the operator to a hook in front of the operator and above the production line. This improvement
eliminates four seconds of motion waste from each unit of packing work.

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 Improvement in parts layout

Evaluating current locations and deciding best locations

The 5S Map is a tool that can be used to evaluate current locations of parts, jigs, tools, dies,
equipment, and machinery, and to decide best locations. 5S Map involves creating two maps
‘before map’ and ‘after map’. The ‘before map’ shows the layout of the workplace before
implementing set in order. The ‘after map’ shows the workplace after implementing set in order.
The 5S Map can be used to evaluate the locations in a small or large workplaces, like in a single
workstations, on a production line, or in a department.
The steps of using the 5S Map:
1. Make a floor plan or area diagram of the workplace you wish to study. Show the location
of specific parts, inventory, tools, jigs, dies, equipment and machinery.
2. Draw arrows on the plan showing the work flow between items in the workplace. There
should be at least one arrow for every operation performed. Draw the arrows in the order
that the operations are performed, and number them as you go.

Fig. 5S Map of old layout in machining operations (‘before map’)

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 3. Look carefully at the resulting “spaghetti diagram”. Can you see places where there is
congestion in the work flow? Can you see ways to eliminate waste?
4. Make a new 5S Map to experiment with a better layout for this work place. Again, draw and
number arrows to show the flow of operations performed.
5. Analyze the efficiency of the new layout (the after map), based on the principles explained
in the above.
6. Continue to experiment with possible layouts (after maps) using the 5S Map until you find
one which you think will work well.

Fig. 5S Map of new layout (the after map) in machining operations

7. Implement this new layout in the work place by moving parts, tools, jigs, dies, equipment,
and machinery to their new locations.
8. Continue to evaluate and improve the layout in the workplace.

1.1 Set in order strategies

Once best locations have been decided, it is necessary to mark these locations so that everyone
knows what goes where, and how many of each item belongs in each location. There are several
strategies for marking or showing what, where and how many.

1.1.1 Motion Economy strategy

Following the principles explained in the above, we can remove motion waste from existing
operation. By using human body appropriately, by organizing the workplace and by redesigning of
tools and equipments, we can minimize motion waste.

1.1.2 Visual control Strategy

A visual control is any communication device used in the work environment that tells us at a
glance how work should be done. There are several strategies for setting in order items so that to
easily identify what, where and how many (visual control). These visual control strategies are
discussed in the next contents.

1.1.2.1 Signboard strategy

The signboard strategy uses signboards to identify what, where, and how many. The three main
types of signboards are:

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  Location indicators that show where items go.
 Item indicators that show what specific items go in those places.
 Amount indicators that show how many of these items belong there.

Fig. Amount indicators

Signboards are often used to identify:
 Names of work areas
 Inventory locations
 Equipment storage locations
 Standard procedures
 Machine layout

For example, in order to identify inventory stored on shelves in a warehouse, a whole system of
signboards may be used. Every section of shelving may have a signboard identifying the section.
Within that section, vertical and horizontal addresses on shelves can be identified with additional
signboard. Each item stored on the shelve may also have a signboard showing the “return
address” for that item. The “return address” allows the item to be put back in the proper location
once it has been removed.

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 Fig. Location indicators on shelves

The ‘after 5S Map’ discussed before is a kind of signboard. It shows the location of parts, tools,
jigs, dies, equipment, and machinery in a given work area after set in order is implemented. When
posted in the work place, it is useful in communicating the standard for where items are located.

1.1.2.2 Painting strategy

The painting strategy is a method for identifying locations on floors and walkways. It is called the
Painting strategy because paint is the material generally used. But also plastic tape, cut in to any
length, can be used. Plastic tape, although more expensive, shows up just as clearly as paint and
can be removed if the layout is changed.

The painting strategy is used to divide the factory’s or workshop’s walking areas (walkways) from
the working areas (operation areas). When putting lines to divide walkways from operation areas,
the following factors should be considered:
 U-shaped cell designs are generally efficient that straight production lines.
 In-process inventory should be positioned carefully for best production flow.
 Floors should be levelled or repaired before we put lines.
 Walkways should be wide enough to avoid twists and turns and for safety and a smooth
flow of goods.
 The dividing lines should be between 2 and 4 inches in width.
 Paint colors should be standardized. For example
o operation areas are painted by green;
o walkways are fluorescent orange or red;
o Lines that divide the walkways from operation areas are yellow in color.
Dividing lines can be used to show:
 Cart storage locations,
 aisle directions,
 door range, to show which way a door swings open,
 for worktables,
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  tiger marks, to show areas where inventory and equipment should not be placed, or to
show hazardous areas.

Fig. Aisle direction line Fig. Door-range line

1.1.2.3 Color-code strategy

Color-coding is used to show clearly which parts, tools, jigs and dies are to be used for which
purpose. For example, if certain parts are to be used to make a particular product, they can all be
color-coded with the same color and even stored in a location that is painted with that color.
Similarly, as shown the picture in below, if different types of lubricants are to be used on different
parts of a machine, the supply containers, oil cans, and machine parts can be color-coded to show
what is used where.

Fig. Color-coding for lubrication

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 1.1.2.4 Outlining strategy
Outlining is used to show which jigs and tools are stored where. Outlining simply means drawing
outlines of jigs and tools in their proper storage positions. When you want to return a tool, the
outline provides an additional indication of where it belongs.

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 Fig. Outlining of tools to show their locations

1.1.2.5 Visual Management Board (Kaizen board) Strategy

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Set In Order Samples
Set In Order-Shadow

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 BEFORE

AFTER

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SHINE
Shine activities should be taught as a set of steps and rules that employees learn to maintain with
discipline.
Step 1: Determine shine target areas
Shine target areas are grouped in to three categories: warehouse item, equipments and space.
Warehouse items include raw materials, procured subcontracted parts, parts made in-house, and
assembly components, semifinished and finished products. Equipment includes machines, welding
tools, cutting tools, conveyance tools, general tools, measuring instruments, dies, wheels and
casters, worktables, cabinets, desks, chairs and spare equipment. Space refers to floors, work
areas, walkways, walls, pillars, ceilings, windows, shelves, closets, rooms and lights.

Step 2: Determine Shine Assignments

Workplace cleanliness is the responsibility of everyone who works there. Each employee should
be assigned specific area to clean. To do this two methods can be used:
 A 5S Assignment Map – shows all the target areas for shine activity and who is responsible
for cleaning them. By marking on 5S Map, the shine assignments can be shown.
 A 5S schedule – shows in detail who is responsible for cleaning which areas on which days
and times of the day. Then this schedule should be posted in the work area.

Example 1:

Example 2:

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Step 3: Determine shine methods
Shine activities should be a natural part of the daily work. Shine activities and inspection should be
done before a shift starts, during work time and at the end of the shift.
Determining shine methods include:
 Choosing targets and tools – define what will be cleaned in each area and what supplies
and equipments will be used.
 Performing the five-minute shine – cleaning should be practiced daily and should not
require a lot of time.
 Creating standards for shine procedures – people need to know what procedures to follow
in order to use their time efficiently. Otherwise, they are likely to spend most of their time
getting ready to clean.

Step 4: prepare tools

The cleaning tools should be placed properly or set in order where they are easy to find, use and
return.

Step 5: Start to shine

When implementing the shine procedures, consider the following suggestions:
 Be sure to sweep dirt from floor cracks, wall corners, and around pillars.
 Wipe off dust and dirt from walls, windows, and doors.
 Be thorough about cleaning dirt, scraps, oil, dust, rust, cutting shavings, sand, paint, and
other foreign matter from all surfaces.
 Use cleaning detergents when sweeping is not enough to remove dirt.

1.2 Inspection
As discussed earlier, it is natural to do a certain amount of inspection while implementing shine
activities. Once daily cleaning and periodic major cleanups become a habit, we can start
incorporating systematic inspection procedures in to the shine procedures. Even when equipment
in the workplace appears to function normally, it may be developing many problems. Always when
machines or other equipment begin to show sign of minor, sporadic malfunctions, the operators

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not the maintenance people notice it first. Therefore, it is important to consider the operators
information about the equipment.

The following types of equipment problems frequently exist in factories:

1. Oil leaks from the equipment on to the floor.
2. Machines are so dirty that operators avoid touching them.
3. Gauge displays and other indicators are too dirty to be read.
4. Nuts and bolts are either loose or missing.
5. Motors overheat.
6. Sparks flare from power cords.
7. V-belts are loose or broken.
8. Some machines make strange noises.

Daily cleaning or inspection can help to find these problems and solve them.

Before Shine After Shine

1.2.1 Inspection steps

The steps of inspection and shine procedures are parallel. But the steps of inspection give greater
emphasis on the maintenance of machines and equipment. These steps are:
Step 1: Determine inspection targets
The targets for inspection are similar to the targets of shine activities. These include machines,
equipments, jigs, dies, cutting tools and measuring instruments.

Step 2: Assign inspection activities

In principle, the people who carry out inspection on a particular machine should be the same
people who operate the machine. But most often one person can operate several machines at a
time (as in multi-process handling). In this case, it is good to involve line supervisors and group
leaders in the inspection duties. Once inspection activities are assigned, they have to be written
up on a large signboard for the workshop or on small signboards that are attached to each target
machine.

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Step 3: Determine inspection methods
First all of the items to be inspected should be listed then an inspection checklist should be
prepared based on the listed inspection items. The following shows an example of an inspection
checklist.

Table: Sample of inspection checklist

Step 4: Implement inspection

When implementing inspection, use all your senses to detect abnormalities. Inspection is not
simply a visual activity. There are some ways to detect abnormalities. These are:
 Look closely at how the machine works and watch for slight defects (e.g. oil leakage, debris
scattering, deformation, wear, warping, mold, missing items, lopsidedness, inclinations,
color changes).
 Listen closely for changes in the sounds the machine makes while operating (e.g. sporadic
sounds, odd sounds).
 Use your nose to detect burning smells or other unusual odours (e.g. burning rubber)
 Touch the machine where it is safe during operation and during downtime to detect
deviations from normal conditions (e.g. strange vibrations, wobbling, looseness, excessive
heat, shifting).

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Step 5: Correct equipment problems
All equipment abnormalities or slight defects should be fixed or improved. There are two
approaches to do these:

Instant Maintenance: whenever possible, an operator should immediately fix or improve a

problem he or she discovers during inspection. But the operators should know what level of
maintenance work they can handle by themselves and immediately.

Requested Maintenance: In some cases, a defect or problem may be difficult for the operator to
hand alone and immediately. In this situation, the operator should attach a maintenance card to
the site of the problem in order to make it visible. He or she can also issue a maintenance kanban
to request help from the maintenance department. It is also good to log requested maintenance
on to a checklist of needed maintenance activities. Once a requested maintenance is taken care
and its result confirmed, the activity should be checked off in the ‘confirmation’ column of the
checklist. The maintenance card should then be retrieved from the machine where it is attached.

Fig. Two approaches for solving equipment problems

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 Work Manual Self-
Written Test
Check 3

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page:

4. Describe 3S (1 point)
5. What is red tagging? (1 point)
6. Describe red tag holding area. (1 point)
7. List steps in red tagging? (7 points)
8. Describe steps to set in order. (5 points)
9. What is motion economy? (5 points)
10. List principles that helps to reduce motion (7 points)
11. List steps to shine activities. (5 points)
12. List types of problems frequently exist in factories. (4 points)
13. Describe shine targets. (5)
14. Describe steps in cleaning/inspection. (4 points)

Note: Satisfactory rating – 27 points Unsatisfactory - below 27 points

You can ask you trainer for the copy of the correct answers.

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 Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

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Short Answer Questions

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8. ________________________________________________________________

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 Operation Sheet 1 Procedures in Implementing 3S

Sequence of 3S

1. Sort

1.1 Plan and procedures for sort activity

Sort activity plan sheet (sample)

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 1.1 Implementation

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 2. Set in order
2.1 Plan and procedures for set in order

Set in order activity plan sheet (sample)

2.2 Implementation stage

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3. Shine

3.1 Plan

Shine activity plan sheet (sample)

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 3.2 Implementation

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 LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks within ------ hours.

Task 1: identify and prepare tools and techniques to the sort activities.

Task 2: identify and prepare tools and techniques to the set in order activities.
Task 3: identify and prepare tools and techniques to the shine activities.
Task 4: using the identified, prepared and given tools and techniques perform 3S to your/
the given work area.
 identify the:
 person -in-charge
 technology workshop
 work station
 consider the:
 OHS procedures
 workplace procedures and standards (work area)
 frequency of maintenance activities

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 List of Reference Materials

 5S for operators (1995)

 Journals/publications/magazines
 Reference Book
 Job specifications
 Safety Manual and Guide
 Learning Guide #1

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TTLM Development Manual Date: January 2012
Page 66 of 113
Revision: 2 Author: ecbp/MoE – TVET Outcome Based Training Core Process