Web Development and Database

Administration
Level I
Based on March 2022, Curriculum Version 1

Module Title: Applying 5S Procedures

Module Code: EIS WDDBA1 M01 0322
Nominal Duration: 40 Hours
Table of Contents
 Acknowledgment.........................................................................................................................4
Acronym......................................................................................................................................5
Introduction to the Module..........................................................................................................6
Unit One: Prepare for Work................................................................................................................7
1.1. Using Work Instructions To Determine Job Requirements................................................8
1.2. Observing OHS Requirements Throughout The Work.....................................................11
1.3. Preparing And Using 5S Tools And Equipment...............................................................18
Self Check - 1............................................................................................................................21
Operation Sheet - 1...................................................................................................................22
Lap Test - 1................................................................................................................................23
Unit Two: Sort Items.........................................................................................................................24
2.1. Preparing Plan For Sort Activities....................................................................................25
2.2. Implementing sort activity................................................................................................26
2.3. Using Red Tag Strategy...................................................................................................29
Self Check - 2............................................................................................................................37
Operation Sheet - 2...................................................................................................................38
Lap Test - 2................................................................................................................................42
Unit Three: Set All Items In Order......................................................................................................43
3.1. Preparing Plan For Set-In Order Activities.......................................................................44
3.2. Performing General Cleaning Activities...........................................................................46
Self Check - 3............................................................................................................................57
Operation Sheet - 3...................................................................................................................58
Lap Test - 3................................................................................................................................60
Unit Four: Perform Shine Activities..................................................................................................61
4.1. Preparing Plan For Shine Activities.................................................................................62
4.2. Implementing Shine Activities In Appropriate Procedures..............................................65
Self Check - 4............................................................................................................................72
Operation Sheet - 4...................................................................................................................73
Lap Test - 4................................................................................................................................75
Unit Five: Standardize 5S..................................................................................................................76
5.1. Preparing And Using Plan To Standardize 5S Activities..................................................77
5.2. Preparing And Implementing Tools And Techniques To Standardize 5S........................79
5.3. Following Checklist For Standardize Activities And Reporting To Relevant Personnel.. 93
Self Check - 5..........................................................................................................................118
Operation Sheet - 5.1..............................................................................................................119
Operation Sheet - 5.2..............................................................................................................122
Lap Test - 5..............................................................................................................................123
Unit Six: Sustain 5S.......................................................................................................................124
6.1. Preparing And Following Plan To Sustain 5S Activities................................................125
6.2. Discussing, Preparing And Implementing Tools And Techniques To Sustain 5S..........131
Self Check - 6..........................................................................................................................140
Operation Sheet - 6..................................................................................................................141
Lap Test - 6..............................................................................................................................142
Acknowledgment

Ministry of Labor and Skills wish to extend thanks and appreciation to the many
representatives of TVET instructors and respective industry experts who donated their time
and expertise to the development of this Teaching, Training and Learning Materials (TTLM).
Acronym

5S SEIRI, SEITON, SEISO, SEIKETSU, SHITSUKE

PDCA Plan, Do, Check, Act

OHS Occupational Health and Safety

OSH Occupational Safety and Health

WHS Workplace Health and Safety 

WHO World Health Organization 

ILO International Labor Organization

PPE Personal Protective Equipment

Introduction to the Module

This module describes the performance outcomes, skills and knowledge required to design,
create and save a basic markup language document using text editor.

This module covers the units:

 Prepare for work.
 Sort items.
 Set all items in order.
 Perform shine activities.
 Standardize 5S.
 Sustain 5S.
Learning Objective of the Module
 Prepare for work.
 Sort items.
 Set all items in order.
 Perform shine activities.
 Standardize 5S.
 Sustain 5S.
Module Instruction
For effective use this modules trainees are expected to follow the following module
instruction:
1. Read the information written in each unit
2. Accomplish the Self-checks at the end of each unit
3. Perform Operation Sheets which were provided at the end of units
4. Do the “LAP test” giver at the end of each unit and
5. Read the identified reference book for Examples and exercise
Unit One: Prepare for Work

This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
 Using work instructions to determine job requirements
 Reading and interpreting job specifications
 Observing OHS requirements throughout the work
 Preparing and using 5s tools and equipment
 Identify and checking safety equipment and tools
 Preparing and using kaizen board
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Work instructions are used to determine job requirements, including method, material
and equipment.
 Job specifications are read and interpreted following working manual.
 OHS requirements, including dust and fume collection, breathing apparatus and eye
and ear personal protection needs are observed throughout the work.
 Tools and equipment are prepared and used to implement 5S.
 Safety equipment and tools are identified and checked for safe and effective operation.
 Kaizen Board (Visual Management Board) is prepared and used in harmony with
different workplace contexts.
1.1. Using Work Instructions To Determine Job Requirements
1.1.1. 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.

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

1.1.2. 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.

1.1.3. 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)?
1.1.4. 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

1.2. Observing OHS Requirements Throughout The Work

1.2.1. 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 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.
1.2.2. 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.

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.

1.2.3. 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
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 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.
1.3. Preparing And Using 5S Tools And Equipment

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.

Tools and materials used to implement shine

The following are some tools and materials used to implement the third pillar of 5S-Shine.

● Sponge oil
● Broom detergent s
● Brush spade
● vacuum cleaner bolts
● garbage containers floor scrubber cleaning Pads
● screws etc…
Self Check - 1

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

1. What is the meaning of job?

2. List the requirements of job.

3. What is the meaning of work?

4. Describe work instruction in your own words.

5. Explain the difference between procedure and work instruction?

6. Define job specification?

7. Prepare specification samples.

8. What is OHS represents for

9. What is OSH represents for?

10. What is WHS represents for?

11. What are the goals of OHS?

12. List some examples of OHS requirements in your work areas.

13. List at least four workplace hazards?

14. List at least five me tools and materials used to implement Sort.

15. List at least six tools and materials used to implement Set in order.

16. List at least seven tools and materials used to implement Shine.
Operation Sheet - 1
1. Discuss and plan to prepare materials for 3S implementation
2. Prepare tools and materials for implementing 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…)

3. Prepare tools and materials for implementing set in order

4. Prepare tools and materials for implementing shine

● sponge
● broom
● detergent s
● brush
● spade
● vacuum cleaner
● oil
● bolts
● garbage containers
● floor scrubber cleaning Pads
● screws etc…
Lap Test - 1
Name: ___________________________________________ Date: ____________________

Time Started: _________________________ Time Finished: _________________________

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

Task 1: Identify and prepare tools and materials for implementing sort activity.

Task 2: Identify and prepare tools and materials to implement set in order.

Task 3: Identify and prepare tools and materials to implement shine activity.

Task 4:
Unit Two: Sort Items

This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
 Preparing plan for sort activities
 Performing cleaning activities
 Identifying all items in appropriate procedure
 Listing necessary & unnecessary items in an appropriate format.
 Using red tag strategy
 Evaluating and placing unnecessary items appropriately
 Recording and quantifying necessary items in appropriate formats
 Reporting performance result in appropriate formats
 Checking necessary items regularly in the workplace

This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Plan is prepared to implement sorting activities.
 Cleaning activities are performed.
 All items in the workplace are identified following the appropriate procedures.
 Necessary and unnecessary items are listed using the appropriate format.
 Red tag strategy is used for unnecessary items.
 Unnecessary items are evaluated and placed in an appropriate place other than the
 workplace.
 Necessary items are recorded and quantified using appropriate format.
 Performance results are reported using appropriate formats.
 Necessary items are regularly checked in the workplace.


2.1. Preparing Plan For Sort Activities
2.1.1. Explanation of the first pillar - Sort
A. Definition of Sort

Sort, the first pillar of 5S, means classifying items in the workplace in to two categories –
necessary and unnecessary - and removing all the unnecessary items that are not needed
for current operations. It corresponds to the just in time (JIT) principle of “only what is
needed, only in the amount needed, and only when it is needed.” The workplace is full of
unused machines, jigs, dies, rejects, work-in-process, raw materials, supplies, parts,
shelves, containers, desks, workbenches, files, carts, racks, pallets and other items.

People tend to hang onto parts, thinking that they may be needed for the next time. They
see an inappropriate machine or equipment and think that they will use it somehow. In
this way, inventory and equipment tend to accumulate and get in the way of everyday
activities. This leads to a massive build of waste in companywide or in the whole
workshop. An easy rule is to remove anything that will not be used within the next 30
days. A ceiling on the number of necessary items should be established.

Red-tag holding area can also help to evaluate the need of an item instead of simply
getting rid of it. This greatly reduces the risk of disposing of an item that is needed later
that will be explained in detail in the next contents.

B. Benefits of sort activity

Implementing this first pillar creates a work environment in which space, time, money,
energy, and other resources can be managed and used most effectively. Sorting can lead
to a much safer workplace. By clearing out the items you no longer need, people will
have more room to work and things like trip hazards and items falling off shelves will be
greatly reduced. Sorting also improves work flow since there is less clutter to deal with
and will most definitely increase productivity in both production and office environments.

Problems and annoyances in the work flow are reduced, communication between workers
is improved, and product quality is increased, and productivity is enhanced. If the first
pillar is not well implemented, the following types of problems occur:
 The factory or a workshop becomes increasingly crowded and hard to work in.
 Unnecessary lockers, shelves, cabinets and items make communication between
employees difficult.
  Time is wasted in searching for parts and tools.
 Increase unnecessary maintenance cost of unneeded inventory and machinery.
 Excess stock-on-hand hides other types of problems in production.
 Unneeded items and equipments make it harder to improve the process flow.

2.2. Implementing sort activity

It is not always easy to identify unneeded items in a factory or workshop. Workers seldom
know how to separate items needed for current production from unnecessary items. The
following procedures will help in implementing sort activity.

A. Plan and procedures for sort activity

Sort activity plan sheet (sample)

Procedure for Sort activity

 Step 1- Evaluate and take pictures of the work area. It’s extremely important to take
pictures during this evaluation step since referencing them after improvements
have been made can be very enlightening. To help you get started use also a
5S evaluation form.
Step 2 - Identify and red tag the items you no longer need.
Step 3 - Decide what to do with the tagged items.
B. Record and quantify all items in the work area

The following sample formats can be used to record all necessary and unnecessary items.
A sample format for recording all items at the workplace.

A sample format for recording necessary items at the workplace.

A sample format for recording unnecessary items in the workplace

2.3. Using Red Tag Strategy

2.3.1. 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.
2.3.2. 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

2.3.3. 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.

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.
 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.
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.

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)

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.

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.

2.3.4. Types of unnecessary items

Some of types of unnecessary items are:

 defective or excess quantities of small parts and inventory
 outdated or broken jigs and dies
 worn-out bits
 outdated or broken tools and inspection gear
 old rags and other cleaning supplies
 electrical equipment with broken cords
 outdated posters, signs, notices, and memos
 Unused machinery or equipment Obsolete equipment
2.3.5. Places where unnecessary items accumulate

Some locations where unneeded items tend to accumulate are:

 in rooms or areas not designated for any particular purpose
 in corners next to entrances or exists
 along interior and exterior walls, next to partitions, and behind pillars.
 under the eaves of warehouses.
 under desks and shelves and in desk and cabinet drawers
 near the bottom of tall stacks of items
 on unused management and production schedule boards
 in tools boxes that are not clearly sorted
Self Check - 2
Instructions: Answer all the questions listed below. Illustrations may be necessary to aid
some explanations/answers. Write your answers in the sheet provided in the next page.

1. Give definition of the first pillar of 5S – Sort.

2. What are the benefits of implementing sort activity?

3. What problems occur in a workshop if sort activity is not implemented?

4. What are the reasons for the accumulation of unnecessary items in a workshop?

5. What are the procedures for sort activity?

6. What is red-tagging strategy?

7. What are red-tag holding areas and explain the types?

8. List the steps of red-tagging strategy.

9. List at least seven items that are considered as unnecessary.

10. Name places where unnecessary items are accumulated?

Operation Sheet - 2
1. Preparing plan for Sort activity
Sample plan for sort activity

2. Procedure for sort activity

List all items at the work place using the following sample format.
3. Red Tagging
Steps/procedures in Red tagging
Step 1: Launch the red-tag project
Step 2: Identify red-tag targets
Step 3: Set red-tag criteria
Step 4: Make red-tags
Step 5: Attach the red tags
Step 6: Evaluate the red-tagged items
Step 7: Document the results of red-tagging
Sample red-tags
4. Record and quantify all items in the work area using the following formats.
 5. Reporting quantitative and qualitative results gained by implementing the 1st S –
Sort using the following formats. All or some of the improvement indicators can be
used.
Quantitative Results
Record tangible/quantitative results and changes that are achieved by applying Sort activity
using the following indicators.
Before After Improvement
Improvement Indicators Target Remark
No

Kaizen Kaizen (%)

1 Free floor space
2 Searching time for tools,
materials, etc
3 Transaction made/income
generated
4 Labor saving
5 Parts saving
6 Tools & Equipment found
7 Raw Material saving
8 Transportation/travel
9 Inventory
10 Lead time
11 Machine down time
12 Frequency of Machine failure
13 Production volume per day
14 Labour productivity
15 Delivery Time
16 Defect rate
17 Number of Customer
complaints
18 Minimized Cost of Production
Qualitative Results
Record intangible/qualitative results and changes that are achieved by applying Sort activity
using the following indicators.
No Improvement Indicators Description of the Result
1 Knowledge of the 1st S - Sort
2 Team work
3 Morale of workers
4 Communications between workers by
removing unnecessary materials
5 Corporate culture of kaizen
6 Fatigue or stress
7 Relationship with customers
8 Awareness of safety
9 Orderliness of work place
Lap Test - 2
Name: ___________________________________________ Date: ____________________
Time Started: _________________________ Time Finished: _________________________

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

Task 1: Using the given template, prepare a plan for sort activity in your workshop.

Task 2: Using the given templates, list necessary and unnecessary items.

Task 3: Make red-tags appropriate for your workshop.

Task 4: Following the procedures of sort activity, perform sort activity in the assigned
workshop.
Unit Three: Set All Items In Order

This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
 Preparing plan for set-in order activities
 Performing general cleaning activities
 Deciding location/layout, storage and indication methods for items
 Preparing and using necessary tools and equipment for set-in order activities
 Placing items in their assigned location
 Returning items immediately after use
 Reporting performance results using appropriate format
 Checking each items regularly in its assigned location and order

This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Plan is prepared to implement set in order activities.
 General cleaning activities are performed.
 Location/Layout, storage and indication methods for items are decided.
 Necessary tools and equipment are prepared and used for setting in order activities.
 Items are placed in their assigned locations.
 After use, the items are immediately returned to their assigned locations.
 Performance results are reported using appropriate formats.
 Each item is regularly checked in its assigned location and order.
3.1. Preparing Plan For Set-In Order Activities

3.1.1. Definition of set in order

Set in order means arranging necessary items so that they are easy to use and labelling them
so that anyone can find them and put them away. The key word in this definition is “anyone”.
Set in order can be implemented only when the first pillar- sort is done first. No matter how
well you arrange items, set in order can have little impact if many of the items are
unnecessary and not sorted. Similarly, if sorting is implemented without setting in order, it is
much less effective. Where necessary items should be placed should be made clear for
anyone to immediately find them and return them easily. Hence, Sort and Set in order work
best, when they are implemented together.

Example of Set in order

Figure 3.1: Set in order of tools

3.1.2. Benefits of set in order

Setting in order is important because it eliminates many kinds of waste from operations in a
workplace. These include searching time waste, waste due to difficulty in using items, and
waste due to difficulty in returning items. In general, the following problems and wastes are
avoided when set in order is well implemented.
1. Motion wastes
2. Searching time wastes
3. The waste of human energy
4. The waste of excess inventory
5. The waste of defective products
6. The waste of unsafe conditions
The set in order step is actually at the core of so many important business principles such as
safety, ergonomics, quality, inventory control, productivity, standard work, the visual
workplace and employee morale. Also it is the core of standardization. This is because the
workplace must be organized before any type of standardization can be implemented
effectively. Standardization means creating a consistent way of doing or carrying out tasks.
When we think of standardization, we have to think about anyone. For example, machinery
standardization means anyone can operate the machinery. Also if we have operation
standardization this means anyone can perform the operation. Even for people to get along
together, they need to standardize their behaviors, at least to some extent

Set in order is the core of standardization.

Figure 3.2: Set in order is the core of standardization

In implementing set in order pillar, we use visual controls so that communications became
easy and smooth. For example, we can visually know where items are placed and where to
return them and so on. A visual control is any communication device used in the workplace
that tells us at a glance how work should be done. Through visual controls, information such
as where items belong, how many items should be placed there, what the standard procedure
is for doing something, the status of work in process etc can be communicated.

A1 A2 A3 A4 A5 A6 A7
A1 A2 A3 A4 A5 A6 A7

B1 B2 B3 B4 B5 B6 B7
B1 B2 B3 B4 B5 B6 B7

C1 C2 C3 C4 C5 C6 C7
C1 C2 C3 C4 C5 C6 C7
3.2. Performing General Cleaning Activities

3.2.1. Plan and procedures for set in order

Set in order activity plan sheet (sample)

Procedures for 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.

Figure 3.3: 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 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.
 Figure 3.4: 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.

Figure 3.5: Motion wastes Figure 3.6: 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.
 Figure 3.7: 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.

Figure 3.8: 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.

Figure 3.9: 5S Map of old layout in machining operations (‘before map’)

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.

Figure 3.10: 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.
3.2.2. 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.

A. 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.

B. 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.

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

Figure 3.11: 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.

Figure 3.12: 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.

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,
 Tiger marks, to show areas where inventory and equipment should not be placed, or to
show hazardous areas.

Figure 3.13: Aisle direction line Figure 3.14: Door-range line

Color-code strategy : 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.

Figure 3.15: Color-coding for lubrication

Matching labels
Color identification
Outlining strategy: 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.

Figure 3.16: Outlining of tools to show their locations

Figure 3.17: Outlining of tools and equipments to show their locations

Visual Management Board (Kaizen board) Strategy
Self Check - 3
Instructions: Answer all the questions listed below. Illustrations may be necessary to aid
some explanations/answers. Write your answers in the sheet provided in the
next page.
1. Give definition of the second pillar of 5S – Set in order.

2. What are the benefits of implementing set in order?

3. What are the procedures for set in order?

4. What are the principles for deciding best locations of tools and equipments?

5. What is 5S Map?

6. List the steps of using the 5S Map?

7. What are the strategies for implementing set in order?

8. What factors should we follow when applying the painting strategy?

9. What are the three standardized colors used for dividing and marking walkways and
operation areas?
Operation Sheet - 3
1. Sample plan sheet for implementing set in order

2. Procedures for implementing set in order

3. Steps for using 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.
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.

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.
Lap Test - 3
Name: ___________________________________________ Date: ____________________
Time Started: _________________________ Time Finished: _________________________

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

Task 1: Using the given template, prepare a plan for set in order activity in your workshop.

Task 2: Following the steps for using 5S Map, draw before and after map/ layout of your
work shop.

Task 3: Following the procedures of set in order, perform set in order in the assigned
workshop.
Unit Four: Perform Shine Activities

This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
 Preparing Plan For Shine Activities
 Preparing And Using Necessary Tools And Equipment For Shine Activities
 Implementing Shine Activities In Appropriate Procedures
 Reporting Performance Result With Appropriate Formats
 Conducting Regular Shining Activities
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Plan is prepared to implement shine activities.
 Necessary tools and equipment are prepared and used for shinning activities.
 Shine activity is implemented using appropriate procedures.
 Performance results are reported using appropriate formats.
 Regular shining activities are conducted.
4.1. Preparing Plan For Shine Activities
4.1.1. Definition of third pillar Shine
The third pillar of 5S is shine. Shine means sweeping floors, wiping off machinery and
generally making sure that everything in the factory stays clean. In a manufacturing
company, shine is closely related to the ability to produce quality products. Shine also
includes saving labor by finding ways to prevent dirt, dust, and debris from piling up in the
workshop. Shine should be integrated in to daily maintenance tasks to combine cleaning
checkpoints with maintenance checkpoints.

Figure 4.1: Workers shinning machines. Figure 4.2: Workers shinning the floor

Cleaning is so important because when we clean an area, we are also doing some inspection
or checking of machinery, equipment, and work conditions. An operator cleaning a machine
can find many mal-functions. When a machine is covered with oil, soot, and dust, it is
difficult to identify any problems that may be developing. While cleaning the machine,
however, one can easily spot oil leakage, a crack developing on the cover, or loose nuts and
bolts. Once these problems are recognized, they are easily fixed.

It is said that most machines breakdowns begin with vibration (due to loose nuts and bolts),
with introduction of foreign particles such as dust (due to the crack on the cover, for
instance), or with inadequate oiling and greasing. For this reason shine is useful to make
discoveries while cleaning machines. Hence, shine means cleaning the workplace’s floors,
equipment and facilities, provide inspection at the same time, and ensure that they are in good
operating condition.
4.1.2. Benefits of shine
One of the more obvious purposes of shine is to turn the workplace in to clean, bright place
where everyone will enjoy working. Another key purpose is to keep everything in top
condition so that when someone needs to use something, it is ready to be used. Companies or
organizations should avoid the tradition of annual at the end of the year or on spring
cleanings. Instead, cleaning should become a deeply ingrained part of daily work habits, so
that tools, equipment, and work areas will be ready for use all the time.

Figure 4.3: Workers cleaning machines

Cleanliness for factories and offices is a lot like bathing for human beings. It relieves stress
and strain, removes sweat and dirt, and prepares the body and mind for the next day.
Cleanliness is important for physical and mental health. Just as you would not bath only once
a year, performing shine procedures in a factory should not be an annual activity. Cleaning
should be done on daily basis.

Figure 4.4: Shine activities relieves stress and strain

Shine activities can play an important part in bringing work efficiency and safety. Cleanliness
is also linked with the morale of employees and their awareness of improvements. Factories
or workshops that do not implement the shine pillar suffer the following types of problems:
1. Poor morale and inefficiency at work. This could be due to dirty windows that can
pass only little light.
2. Unable to see or find defects in dark and messy workplaces.
3. Slipping and injuries can be created due to puddles of oil and water on the floor.
4. Frequent breakdown of machines due to insufficient check-ups and maintenances
which in turn leads to late deliveries.
5. Low and unsafe operating machines due to insufficient checkups and maintenance
which in turn leads to hazard and accidents.
6. Defects will result due to shaving cuts getting mixed in to production or assembly
processes.
7. Shaving cuts can get in to people’s eyes and create injuries.
8. Low morale due to filthy work environments.
4.2. Implementing Shine Activities In Appropriate Procedures
4.2.1. Plan and procedures for shine activities

Shine activities should be taught as a set of steps and rules that employees learn to maintain
with discipline. The following sample format can be used to prepare a plan for implementing
shine activities.

Shine activity plan sheet (sample)

Procedures for Set in order

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:

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.
4.2.2. 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 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

A. 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.

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).

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.

Figure 4.5: Two approaches for solving equipment problems

Self Check - 4
Instructions: Answer all the questions listed below. Illustrations may be necessary to aid
some explanations/answers. Write your answers in the sheet provided in the
next page.

1. Give definition of the third pillar shine. (2 points)

2. What problems occur in a workshop if shine is not implemented? (8 points)

3. What are the steps/procedures for implementing shine? (5 points)

4. What are the two methods used to assign shine activities to employees? (2 points)

5. What are the most frequent problems of equipments/machines? (4 points)

6. List the steps of inspection. (5 points)

7. How do you detect abnormalities in a workplace or machine? (4 points)

Operation Sheet - 4
1. Procedures for implementing Shine

2. Prepare plan for shine

Sample plan for shine

Sample format for general cleaning assignment

Sample format for regular cleaning assignment

3. Steps in inspection

Step 1: Determine inspection targets

Step 2: Assign inspection activities

Step 3: Determine inspection methods

Step 4: Implement inspection

Step 5: Correct equipment problems

Lap Test - 4
Name: ___________________________________________ Date: ____________________
Time Started: _________________________ Time Finished: _________________________

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

Task 1: Using the given template, prepare a plan for shine activity in your workshop.

Task 2: Following the shine procedures, perform shine activity in the assigned workshop.

Task 3: Following the steps for inspection, perform inspection of equipments, tools and
machines in your workshop.

Task 4:
Unit Five: Standardize 5S

This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
 Preparing and using plan to standardize 5s activities
 Preparing and implementing tools and techniques to standardize 5s
 Following checklist for standardize activities and reporting to relevant personnel.
 Keeping workplace to the specified standard
 Avoiding problems by standardizing activities
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Plan is prepared and used to standardize 5S activities.
 Tools and techniques to standardize 5S are prepared and implemented based on
 relevant procedures.
 Checklists are followed for standardize activities and reported to relevant personnel.
 The workplace is kept to the specified standard.
 Problems are avoided by standardizing activities.


5.1. Preparing And Using Plan To Standardize 5S Activities
5.1.1. Definition of the Fourth Pillar
Standardize, the fourth pillar of our visual workplace, differs from Sort, Set in Order, and
Shine. This is because it is the method- you use to maintain the first three pillars of 5S.
Building on this definition, we may define Standardize the result that exists when the first
three pillars-Sort, set in order and Shine-are properly maintained.
Benefits from Standardize
1. Lead to workplace standardization
 prevent setbacks in the first three pillars
 Make implementing them a daily habit
 Ensure that all the three pillars are maintained in their fully implemented state.
2. Lead to work standardization
 Muda elimination
 Quality improvements
 Cost improvements
 Delivery time improvements
 Process improvements
Here are some of the problems that result when we do not implement Standardization well:
 Conditions go back to their previous and undesirable levels even after a companywide
5S implementation campaign.
 At the end of the day, piles of unneeded items are left from the day's production and
lie scattered around the production equipment.
 Tool storage sites become disorganized and must be put back in order at the end of the
day.
 Cutting shavings constantly fall on the floor and must be swept up.
 Even after implementing Sort and Set in order, it does not take long for office workers
to start accumulating more stationery supplies than they need.

These problems and others reveal backsliding in gains made from implementing Sort Set in
Order, and Shine Activities. The basic purpose of the Standardize pillar is to prevent setbacks
in the first three pillars, to make implementing them a daily habit, and to make sure that all
three pillars are maintained in their fully implemented state.
How to Implement Standardize
The three steps to making Sort, Set in Order and Shine activities (the three pillars or 3S) a
habit are:
Step 1: Decide who is responsible for which activities with regard to maintaining 3S
conditions.
Step 2: To prevent backsliding, integrate 3S maintenance duties in to regular work activities.
Step 3: Check on how well 3S conditions are being maintained.
As you read this section, you will discuss some of the tools for implementing Standardize of
the Sort, Set in Order, and Shine activities. This is because in order to standardize we must
use these same tools in a more systematic way to make sure that the first three pillars are
maintained.
5.2. Preparing And Implementing Tools And Techniques To Standardize
5S
Common Tools and Techniques to standardize 3S are:
 5S Job Cycle Charts
 Visual 5S
 The Five Minute 5S
 Standardization level checklist
 5S checklist
 The five Whys and one How approach(5W1H)
 Suspension
 Incorporation
 Use Elimination

The Three Steps to Make the 3S Activities a Habit/Standardize using the Tools and
Techniques of 3S Standardization

5.2.1. Assign 3S Responsibilities

When it comes to maintaining three pillar conditions, everyone must know exactly what they
are responsible for doing and exactly when, where and how to do it. If people are not given
clear 3S job assignments based on their own workplaces, the Sort, Set in Order, and Shine
activities will not have much meaning. Similarly, clear 3S instructions must be given to the
people who deliver goods from outside suppliers. The delivery sites should be clearly marked
and a 5S Map posted to show where each supplier's goods are to be unloaded. At each
unloading site, signboards should make it clear whose things go where and in what amount.
The suppliers should be made responsible for maintaining 3S conditions at their own
unloading sites and encouraged to join in full 5S implementation.

Tools for assigning 3S responsibilities include:

 5S Maps
 5S schedules
 5S job cycle charts, which list the 5S jobs to be done in each area, and set frequency
cycle for each job (see the figure below). In the example shown in the figure below,
5S duties are sorted out according to the first three pillars and the scheduling cycle. In
the figure, code letters are used for the various cycle periods:
A is for 'continuously," B for "daily (mornings)," C for "daily (evenings), " D for
"weekly," E for "monthly" and F for "occasionally." Each 5S job assignee can then
 use these charts as 5S Checklists. This particular example shows clearly who is
responsible for each job, which area, what to do, and when to do it.

Figure 5.1: A 5S Job Cycle Chart

5.2.2. Integrate 3S Duties into Regular Work Duties

If people carry out three pillar maintenance duties only when they see three pillar conditions
slipping, then the five pillar implementation has not yet taken root. Maintenance must
become a natural part of everyone’s regular work duties. In other words, the five pillars -
centered on maintaining 3S conditions-must be part of the normal work flow. We sometimes
refer to this as "5S line integration" or establishing a five pillars flow. Visual 5S and Five-
Minute 5S are two approaches that help make maintenance work part of the everyday work
routine. .

A. Visual 5S

The Visual 55 approach makes the level of five pillar conditions obvious at a glance. This
is particularly helpful in factories that handle a great variety and number of materials.

The main point of Visual 5S is that anyone should be able to distinguish between
abnormal and normal conditions at a glance.
As a factory example, consider a drill-press process where Set in order has been applied
so that the position and amount of each finished work piece is clearly indicated. As an
additional visual aid, the place where the last batch item goes can be marked with a thick
red line to indicate that it is time to stop and send the batch to the next process.

Figure 5.2: Visual 5s Method for Indicating Maximum Batch Size

B. Five-Minute 5S

When using the Visual 5S approach, instant visibility can act as a trigger for taking
immediate three pillar action(Sort, Set in Order, and Shine activities) against the
discovered abnormalities (i.e., overproduction, disorder, and contamination). We must
also deal with the question of how skillfully and efficiently these actions are carried out.
Instead of following two hours for removing all of the cutting shavings from the floor, we
can set up a half-hour or a one-hour Shine procedure that accomplishes the same task.
The term "Five-Minute 5S" is a loose one-the actual time can be three minutes, six
minutes, or whatever is appropriate. The point is to make the five pillar work brief,
efficient, and habitual. In figure below shows a signboard that was made as part of a Five-
Minute 5 campaign.
 Figure 5.3: Five-Minute 5s Signboard

5.2.3. Check on 3S Maintenance Level

After we have assigned the three pillar jobs and have incorporated the three pillar
maintenance into the everyday work routine, we need to evaluate how well the three pillars
are being maintained. For this, we can use a Standardization-level Checklist as shown in the
figure below.

Figure 5.4: Standardization Level Checklist

To evaluate the effectiveness of the maintenance activities, the evaluator ranks the Sort, Set
in order, and Shine levels on a scale of 1 to 5. Such checklists can be made for specific
workshop and/or production processes. One example is shown in the Figure below. 5S
Checklists like the one in the figure are used to check five pillar levels in the factory as a
whole. When a company implements 5S Month of intensive activities, 5S Checklists should
be used to make weekly evaluation of five pillar conditions.

Figure 5.5: checklists for an entire factory

5.2.4. The Concept of Prevention

When we find that tools have not been put back correctly, we immediately take care of them.
When we find an oil puddle on the floor, we immediately mop it up. Making these actions
habit is the foundation of Standardize. However, when the same problems keep on happening
over and over again, it is time to take the concept of Standardize to the next level: prevention.

To take this pillar to a higher level, we must ask "why?" Why do unneeded items accumulate
(despite Sort procedures)? Why do tools get put back incorrectly (despite Set in order
procedure? Why do floors get dirty (despite Shine procedures)? When we ask "why"
repeatedly, we eventually find the source of the problem and can address that source with a
fundamental improvement. Such improvements can help us develop Unbreakable
standardization, which means:
 Unbreakable sorting
 Unbreakable setting in order
 Unbreakable setting shining

Unbreakable Sorting

+
Unbreakable
= Unbreakable Set in order
Standardization

+
Unbreakable Shining A. Prevent
unneeded
items from Accumulating (Preventive Sort Procedures)
The Red-Tag Strategy described sorting out unneeded items. This strategy is a visual
control method that enables anyone to see at a glance which items are no longer needed.
However, we should note that the Red-Tag Strategy is an after-the-fact approach that
deals with unneeded items that have accumulated. No matter how often we implement
this strategy, unneeded items will accumulate in the interim.

Nowadays, smart companies are shifting from this type of "alter the-fact" sorting to
preventive sorting. Preventive sorting means that instead of waiting until unneeded items
accumulate; we find ways to prevent their accumulation. We could also call this approach
"unbreakable' sorting because once sort procedures have been implemented, having only
needed items in the workplace becomes an "unbreakable" condition.

To achieve unbreakable sorting we must prevent unneeded items from even entering the
workplace. These words- «only what is needed" -have a familiar ring to anyone
acquainted with the just-in- time (JIT) philosophy and program. To prevent the
accumulation of unneeded inventory, we must find a way to procure and produce only
those materials that are needed, only when they are needed, and only in the amount
needed.
For example, suppose your company is scheduled to produce a certain number of units of
a product during a particular month. Ideally, at the beginning of this month, only the parts
needed to produce the scheduled number of units would be delivered to you from your
suppliers. For any given part, your company might even receive the part in several
deliveries, depending on the type of part and the delivery considerations.

Receiving parts just-in-time for production rather than storing large quantities of parts in
advance eliminates many of the potential costs associated with maintaining inventory. As
well, receiving parts just-in- time is a preventive measure that avoids the accumulation of
parts that needed to be sorted.

B. Prevent Things from Having to Be Put Back (Preventive Set in Order

Procedures)
Preventive setting in order means keeping set in order procedure from breaking down. To
achieve preventive setting in order, we must somehow prevent the inefficiency that
results from the lack of orderly control of any specific item. There are two ways to do
this: (1) make it difficult to put things in the wrong place and (2) make it impossible to
put things in the wrong place.

The first method relies heavily on discipline and visual controls. Clearly marked storage
sites show at a glance what goes where and in what amount. When it is obvious what goes
where and in what amount. When it is also obvious that things are not put back properly.
As people practice returning things, such visual setting in order becomes habitual. This
condition supports setting in order that is difficult to break. However, there is still a big
difference between setting in order that is difficult to break and setting in order that is
unbreakable. 'Why settle for the first when the second is possible? But how we achieve
unbreakable setting in order?

The 5 Whys and 1How (5W1H) Approach

We begin by asking "why?" until we identify the underlying causes- for every answer we
gel we must ask "why" again. Usually we ask "why" at least five times to get to the root
of the problem. When we do find the underlying cause, we ask "how" we call fix it.
Accordingly, this method is called the "5W1H' approach.

When we ask "why" setting in order is breakable, we find that one answer is because
people make mistakes putting things back. At this point, we need to identify what types of
items are not being returned correctly. Once we identify this, the question is how to
achieve unbreakable setting in order by making it impossible to return them to the wrong
place. If we can somehow eliminate the need to return items at all, we can achieve
unbreakable setting in order. Three techniques for doing this are:
 Suspension
 Incorporation
 Use elimination.
a) Suspension

In the Suspension technique, tools are literally suspended from above, just within reach of
the user. Figure above shows this method in practice. Here a weighted pulley device is
used to suspend tools from an overhead rack. When the operator finishes using the tool,
he merely releases it and it automatically returns to its proper storage place.

While this technique does not eliminate the need to return items to a specific place, it
does effectively eliminate the need for people to return them. People may make mistakes
in returning things, but suspension devices do not. This technique achieves unbreakable
setting in Order.

Figure 5.6: Tools Suspended from an Overhead Rack

b) Incorporation

Incorporation means creating a flow of goods or operations in a factory process in which

(1) jigs, tools, and measuring instruments are smoothly integrated into the process and (2)
such devices are stored where they are used and therefore do not have to be returned after
use. The figure below shows an example where a measuring gate has been incorporated
into a cutting process for an automobile part. The measuring gate catches any pieces that
have not been machined to the correct height. This measuring procedure is an example of
"mistake-proofing’' (or poka-yoke). The incorporation of the measuring gate into the
cutting process means that its storage place is also its place of use. It is therefore used (for
full-lot inspection) without having to be put back anywhere.

Figure 5.7: Incorporating a Measuring Gate into the Process Flow

c) Use Elimination

Suspending or incorporating jigs, tools, or measuring instruments effectively eliminates

the need to return them after each use. However, these items are still being used. The
question is whether there is some way to serve the function of the tool without using the
jig, tool or measuring instrument. A set in order approach that eliminates the use of a
particular jig, tool or measuring instrument is in fact unbreakable setting in order.

There are three techniques for eliminating the use of certain tools:
 i. Tool unification
ii. Tool substitution
iii. Method substitution

i. Tool unification

Tool unification means combining the functions of two or more tools into a single
tool. It is an approach that usually reaches back to the design stage. For example, we
can reduce the variety of die designs to unify dies or make all fasteners that require a
screw-driver conform to the same kind of screw-driver, flat-tip or Phillips.

ii. Tool substitution

Tool substitution means using something other than a tool to serve the tool's function,
thereby eliminating the tool. For example, it is sometimes possible to replace wrench-
turned bolt with hand-turned butterfly-grip bolts, thereby eliminating the need for a
wrench.

iii. Method substitution

If we substitute ordinary wrench-turned bolts with hand-turned butterfly-grip bolts,

we have eliminated the wrench, but we have not eliminated the method (bolt
fastening).

Bolt fastening is just one way to fasten things. Fastening pins, clamps and cylinders
can also be used for this purpose. We may find we can improve efficiency even more
by replacing one method with another. This is "method substitution."
 Standards for indication of fixed
posation

fixed position Indications

Figure 5.8. Standards for Location Indicators

Indications on Shelves
 A1 A2 A3 A4 A5 A6 A7
A1 A2 A3 A4 A5 A6 A7

B1 B2 B3 B4 B5 B6 B7
B1 B2 B3 B4 B5 B6 B7

C1 C2 C3 C4 C5 C6 C7

C1 C2 C3 C4 C5 C6 C7

Indication of pathways
C. Prevent Things from Getting Dirty (Preventive Shine Procedures)
Preventives shine Procedures will prevent things from getting dirty to begin with. Anyone
has participated in 5S implementation can tell you that the initial cleanup is very hard
work. To minimize the drudgery of cleaning up, the key is to treat contamination
problems at their source. The 5Why approach can be applied In figure out why dirt is
being generated, and how this problem can be fixed. For example, instead of mopping up
oil puddles, figure out where the oil is leaking from and repair the leak.
1. Question: Why mop the floor every day?
Answer: Because oil collects on the floor.
2. Question: does oil collect on the floor every day?
Answer: Because there's a leak from the drill press machine
3. Question: Why is there a leak from the drill press machine?
Answer: Because oil is leaking from a valve.
4. Question: Why is oil leaking from a valve?
Answer: Because it's broken.
5. Question: Why hasn’t the valve been replaced?
Answer: because we didn’t notice it was broken
6. Question: How can we coordinate getting the valve fixed?
Answer: The maintenance team will order the part and the operator will replace it.

Figure 5.9: A Preventive Cleanliness Device of a Drill Press

Summary

The fourth pillar is Standardize, which is the result of properly maintaining the first three
pillars Sort, Set in Order, and Shine. The basic purpose of Standardize is to prevent setbacks
in the first three pillars to make them a daily habit, and to make sure they are maintained in
their fully implemented state.

The first part of implementing the fourth pillar involves making sort, Set in Order, and Shine
a habit. The three steps in this process are:
(1) Assigning the three pillar job responsibilities;
(2) Integrating three pillar duties in to regular work duties; and
(3) Checking on the maintenance of the three pillars. When it comes to maintaining three
pillar conditions, everyone must know exactly what they are responsible for doing and
exactly when, where, and how to do it. The five pillars must become part of the
normal work flow. And 5S work must be brief, efficient, and habitual. Some of the
tools in making sort, set in order, shine procedure habit are: 5S Job Cycle Charts,
Visual 5S, Five –Minute 5S, a Standardization Level Checklist, and 5S Checklist for
factories.

The second part of implementing the fourth pillar involves taking standardize to the next
level: prevention. Unbreakable standardization means making Sort, Set in Order, and Shine
procedure unbreakable. The three aspects of unbreakable standardization are preventive sort
procedures, preventive set in order procedures, and preventive shine procedures.

Preventive sorting means that instead of waiting until unneeded items accumulate we find
ways to prevent their accumulation. To do this, we must prevent unneeded items from even
entering the work place. Preventive setting in order means keeping the set in order procedure
from breaking down. We do this by making it difficult or impossible to put things back in the
wrong place. Several techniques for accomplishing this are: the 5W and 1H approach,
suspension, incorporation, and use elimination. Finally, preventive shining means preventing
things from getting dirty. The key to preventive shining is treating contamination problems at
their source. The closer you can get to the source of contamination, the better you will be able
to implement preventive shining.
5.3. Following Checklist For Standardize Activities And Reporting To
Relevant Personnel.
5.3.1. 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

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.

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.
 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.
Red Tag
Item Information
Date: Tagged By:
Item Name:
Location:

Category
Equipment  Raw Materials
Tools & Jigs Work-in-Process
 Finished Goods Other
 Gauges & Instruments
 Consumables
 Machine Parts

Reason for Red Tag

 Not Required  Obsolete
 Defect  Unknown object
 Scrap

Suggested Action Required

 Return to
 Scrap
 Relocate
 Sell

Comments

Log No.
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.
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 away Dispose of as scrap or incinerate items that are
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-tag area Send items to the central red-tag holding area for
redistribution, storage, or disposal.
Evaluation format for red-tag items (sample)

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.

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.

Red Tagged Items

Disposal of Unnecessary Items

5.3.2. 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.

Figure 5.10. 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 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.

Figure 5.11. 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.
 Figure 5.12. Motion wastes and 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.

Figure 5.13. 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.
 Figure 5.14. 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.

Figure 5.15. 5S Map of old layout in machining operations (‘before map’)

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.

Figure 5.16. 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.

5.3.3. 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.

A. 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.

B. 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.

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

Figure 5.17. 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.
 Figure 5.18. 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.

b) 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,
 tiger marks, to show areas where inventory and equipment should not be
placed, or to show hazardous areas.

Figure 5.19. Aisle direction line Figure 5.20. Door-range line

c) Colour-code strategy

Colour-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 colour-coded with the same colour and even stored in a
location that is painted with that colour. 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 colour-coded to show what is used
where.

Figure 5.21. Colour-coding for lubrication

 Matching labels
Color identification

d) 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.

Figure 5.22. Outlining of tools to show their locations

e) Visual Management Board (Kaizen board) Strategy
Set In Order Samples

Set In Order-Shadow Board

BEFORE AFTER
5.3.4. 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:

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.

5.3.5. 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 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
A. 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.

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.
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).
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.

Figure 5.23. Two approaches for solving equipment problems

Self Check - 5
Directions: Answer all the questions listed below. Use the Answer sheet provided in the next
page:
17. Define the fourth pillar of 5S?
18. Describe the benefits from standardize.
19. What by mean standardize leads to work standardization?
20. List problems that avoided by implementing standardize activities
21. What are the three steps to making the 3S a habit?
22. What is the result of implementing 3S without standardization?
23. List at least five tools and techniques used to standardize the 3S.
24. What are the tools used to assign 3S responsibilities?
25. How the 5 whys and 1 how (5W1H) approach are used to sustain the 3S?
26. What is suspension in terms of sustaining of the 3S?
27. Define incorporation.
28. Describe Use Elimination in sustenance of the 3S.
29. What will result implementing 3S without standardization?
Operation Sheet - 5.1
Procedures in Implementing 3S
Sequence of 3S
1. Sort
1.1 Plan and procedures for sort activity
Sort activity plan sheet (sample)

1.2 Implementation
2. Set in order
2.1 Plan and procedures for set in order
Set in order activity plan sheet (sample)

2.2 Implementation stage

3. Shine
3.1. Plan
Shine activity plan sheet (sample)

3.2. Implementation
Operation Sheet - 5.2
Procedures in Implementing Standardize
Sequence of Standardize
1. Planning for Standardization
2. Assign 3S Responsibilities for everyone in the work place by using the tools by using the
tools such as 5S Maps, 5S schedules, 5S job cycle charts
3. Integrate 3S Duties into Regular Work Duties by using the two approaches: visual 5S and
five- minute 5S
4. Check on 3S Maintenance Level by using Standardization-level Checklist and 5S
checklist and make maintenance/correction on back sliding the 3S.
5. Prevention of back sliding of the first three pillars by using 5W1H approach, suspension,
incorporation and use elimination.
Lap Test - 5
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
Task 5: Prepare standard to the sort activities in your workplace.
Task 6: Prepare standard to the set in order activities in your workplace.
Task 7: Prepare standard to the shine activities in your workplace.
 Consider the:
 OHS Procedures
 Unit Six: Sustain 5S

This unit is developed to provide you the necessary information regarding the following
content coverage and topics:
 Preparing and following plan to sustain 5s activities
 Discussing, Preparing and implementing tools and techniques to sustain 5s
 Inspecting workplace regularly
 Cleaning up workplace
 Identifying situations and taking procedure where compliance to standards
 Recommending improvements to lift the level of compliance in the workplace
 Following and reporting checklist to sustain activities to relevant personnel
 Avoiding problems by sustaining activities
This unit will also assist you to attain the learning outcomes stated in the cover page.
Specifically, upon completion of this learning guide, you will be able to:
 Plan is prepared and followed to sustain 5S activities.
 Tools and techniques to sustain 5S are discussed, prepared and implemented based on
relevant procedures.
 Workplace is inspected regularly for compliance to specified standard and
sustainability of 5S techniques.
 Workplace is cleaned up after completion of job and before commencing next job or
end of shift.
 Situations are identified where compliance to standards is unlikely and actions
specified in procedures are taken.
 Improvements are recommended to lift the level of compliance in the workplace.
 Checklists are followed to sustain activities and report to relevant personnel.
 Problems are avoided by sustaining activities.
1.
2.
3.
4.
5.
6.

6.1. Preparing And Following Plan To Sustain 5S Activities

The fifth pillar is Sustain. In the context of the five pillars, to sustain means to make a habit
of properly maintaining correct procedures. In your life in general, what do you mean when
you talk about sustaining something? Usually, you think of it as drawing on something from
inside yourself in order to maintain a course of action-even when forces in your life challenge
in this effort.
 Means making a habit of properly maintaining correct procedures

Problems Avoided by Implementing Sustain

Here are some of the things that happen in a company when Commitment to the five pillars is
not sustained.
1. Unneeded items begin piling up as soon as sorting is completed
2. No matter how well Set in Order is planned and implemented, tools and jigs do not
get returned to their designated place after use.
3. No matter how dirty equipment becomes, little or nothing is done to clean it.
4. Terms are left protruding into walkways, causing people to trip and get injured.
5. Dirty machines start to malfunction and produce defective goods.
6. Dark, dirty, disorganized workplaces lower workers' morale.

These 5S related problems and others are likely to occur in any factory or office that lacks a
commitment to sustain the five pillar gains over time.

Figure 6.1: figure showing contemplating the rewards of sustain behavior

Why Sustain Is Important

Usually you commit yourself to sustain a particular course of action because the rewards for
keeping to the course of action are greater than the rewards for departing from it (see figure
above). Viewed another way, the consequences of not keeping to the course of action may be
greater than the consequences of keeping to it. For example, suppose you want to start an
exercise program –say you decide you want to work out at a gym three times a week. You
probably have difficulty sustaining this course of action. This is because forces in your life,
such as limits on your time and energy as well as the power of inertia, challenge this plan.
However, if the rewards of sticking to your exercise program (for example, feeling and looking
better) are greater than the rewards of not sticking to it (for example, having more time for
other things that you need to do), your commitment will increase and you will probably sustain
this program over lime.

Figure 6.2: The sustain pillar holds the first four pillars together.
The same principle applies in your 55 implementation. Without your commitment to sustain
the benefits of the 5S activities, implementation of the first four pillars quickly falls apart (see
Figure above). However, if the rewards of implementing the first four pillars are greater for
you than the rewards of not implementing them, sustaining them through the fifth pillar
should be some- thing you take to naturally.
So, what are the rewards for you of implementing the first four pillars? You've probably
discovered them for yourself at this point. Implementation of the first four pillars should
make your workplace mare pleasant to work in, your job more satisfying and communication
with your coworkers easier. it should also make your work more efficient and of better
quality, which will hopefully lead to reward of your efforts by your company. It' true that that
the five pillars take time to implement, but this investment of time will bring a great return,
for both you and your company.

Figure 6.3: creating the conditions to sustain your fitness plan

How to Implement Sustain

Creating Conditions to Sustain Your Plans

The implementation of the sustain pillar is different from that of the sort, set in order, shine,
or standardize pillars in that the results are not visible and cannot be measured. Commitment
to it exists in people's hearts and minds and only that have shows its presence. Because of this
it cannot exactly be “implemented” like a technique, However, we can create conditions that
encourage the implementation of the sustain pillar.
For instance, going back to our exercise program example, how could you create conditions
in your own life that would encourage sustaining your plan to work out at a gym three time a
week? You might:
 Join a gym with a friend so you can work out together and encourage each other (see
Figure above).
 Create a workout schedule with your friend.
 Make a plan with your spouse to eat dinner later three nights a we so you can go to
the gym after work.
 Get extra sleep on the nights before you work out, so that you will not be too tired by
the end of the day to follow through with your exercise plan.

These conditions would make it easier for you to sustain your schedule for exercising at the
gym three times a week.

Similarly, you and your company can create conditions or structure that will help sustain to
the five pillars. The types of conditions that are most useful for this are:
 Awareness. You and your coworkers need to understand what the five pillars are and
how important it is to sustain them.
 Time. You need to have or make enough time in your work schedule to perform 5S
implementation.
 Structure. You need to have a structure for how and when 5S activities will be
implemented.
 Support. You need to ha e support for your efforts from management in terms of
acknowledgement, leadership, and resource
 Rewards and Recognition. Your efforts need to be rewarded.
 Satisfaction and Excitement. The implementation of the five pillars needs to be fun
and satisfying for you and the company. This excitement and satisfaction gets
communicated from person to person, allowing 5S implementation to build as it
involves more people.

Roles in Implementation

In order to sustain 5S implementation in your company, both you and the company
management have important roles to play. Part of this role involves creating the conditions
that sustain 5S activities. The other part involves demonstrating a commitment to 5S yourself.

The Role of Management

The supervisors and managers in your company have a major role to play in ensuring the
success of the five pillars by creating conditions that help sustain 5S activities. This role
includes:
 educating you and your coworkers about 5S concepts, tools, and techniques;
 creating team for implementation
 allowing time for implementation and creating schedules for this work
 Providing resources for 5S implementation. such as supplies-s
 acknowledging and supporting 5S efforts
 Encouraging creative involvement by all workers, listening to their ideas, and acting
on them.
 creating both tangible and intangible rewards for 5S efforts
 promoting ongoing 5S efforts

Your supervisors and managers also have an important role to play in implementing the fifth
pillar in their own work. When they sustain the first four pillars, they perform three very
important functions.
 improving the quality and efficiency of their own work
 teaching by example
 demonstrating the company's commitment to 5 implementation

Yours Role

Similarly, you have an important role to play in creating the conditions that Sustain 5S
activities. This role includes:
 continuing to learn more about 5S implementation
 helping to educate your coworkers about the 5S
 being enthusiastic about 5S implementation
 helping to promote 5S implementation efforts

You also have an important role to play in order to sustain 5S activities in your own work.
This role includes:
 taking the initiative to figure out ways to implement the five pillars in your work on a
daily basis
 asking your supervisor or manager for the support or resources you need to implement
the five pillars
 participating fully in company 5S implementation efforts
 bringing to your supervisor or manager your creative ideas for promoting or
implementing the five pillars
 participating fully in company 5S promotion efforts

Figure 6.4: 5S map used to gather improvement suggestions

6.2. Discussing, Preparing And Implementing Tools And Techniques To
Sustain 5S
6.2.1. Common Tools and techniques to sustain 5s
There are many tools and techniques your company can use to help sustain commitment to 5S
implementation. We offer these below so you will be aware of them. At some point in your
5S implementation work, you may be called upon to use or even coordinate the use of these
techniques. These are:
 5S slogans
 5S posters
 5S photo exhibits & storyboards
 5S newsletter
 5S maps
 5S pocket manuals
 5S department/benchmarking tours
 5S months
 5S audit
 Awarding system
 Big cleaning day
 Patrolling system
 Top management Patrol
 5S Committee members and Promotion office Patrol
 Mutual patrol
 Self patrol
 Checklist patrol
 Camera patrol
A. 5S Slogans
5S Slogans communicate the themes of the five pillar campaign in your company. They are
most effective when they are suggested by you and your coworkers. They can be displayed
on buttons, stickers, flags, or posters.
 It encourages all the participants.

Samples of slogan

“Refresh yourself and workplaces by 5S activity.”

“Let's maintain current 5S activity and KAIZEN for tomorrow”
“We polish “Our Minds” as well us our factories”

B. 5S Posters
Posters displaying 5S Slogans or descriptions of 5S activities can be posted throughout the
workplace. They can serve to remind everyone of the importance of the five pillars, or to
communicate the results or status of 5S activities.

Samples of poster

Figure 6.5: Samples of poster

C. 5S Photo Exhibits and Storyboards

When it comes to communication about 5S implementation, the old saying that a "picture is
worth a thousand words" is definitely true. Photo Exhibits and Story boards showing the
before and after of 5S implementation activities are powerful tools for promoting the five
pillars. Photos and Storyboards can also communicate the status of five pillar activities.

D. 5S Newsletters
55 Newsletters are in-house news bulletins centered on five pillar topics. They carry factory
reports on 5S conditions and activities. 5S Newsletters are most effective when issued on a
regular basis, perhaps once or twice a month and at staff meetings.

E. 5S Maps
5S Maps can also be used to get employees involved in five pillar improvement on an
ongoing basis. 5S improvement Maps should be hung in a central location with suggestion
cards attached so anyone can suggest improvements.

F. 5S Pocket Manuals
A 5S Pocket Manual can be created that contains five pillar definitions and descriptions, and
is small enough to fit into the pocket of work clothes. Shop floor workers, supervisors, and
managers can all use SS Pocket Manuals for easy reference to the 5S essentials.

G. 55 Department Tours
When one department in a company has implemented the five pillars successfully, it can
serve as a model area for other departments to come visit. Since "seeing is believing," this
technique is extremely effective for promoting 5S implementation throughout a company.

H. 5S Months
Companies should designate two, three, or four months every year as "5S Months.” During
these months, various activities such as 5S seminars, field trips, and contests can be carried
out of further promote 5S implementation in the company.
I. 5S Audit
 The purpose of this audit is to outline an approach making 5S a success in industrial
as well as our working areas.
 Enable 5S teams to design and establish a simple, effective and visual workplace
organization, which creates a professional workplace and culture that is effective,
organized and disciplined.
 Continual Improvement internal audit program enhance excellent service delivery
 Audit findings can be used to identify trends and the key issues.

Figure 6.6: 5S Audit

Performing Audit

a) Preparation

1. All 5S auditors gather at the meeting room ½ hour before audit

2. Briefing by 5S audit chairman :-
 Activities of the day
 Highlight any new criteria to be checked
 Action date on sticker (2 weeks from audit date)
 Time to report back
3. Wearing 5S auditor tag
4. Every auditor is only allowed to use up to 3 stickers at each audit to each 5S
zone. It is purposely not put burden to 5S team to make improvement in very
drastic manner.
5. Previous audit summary report will be distributed to the auditors’ team as a
reference in order to avoid in consistency auditing.
b) During Audit

1. Bring all audit materials e.g. checklist, stickers, file holder & audit summary
report
2. Get the KPT leader or facilitator to accompany auditor
3. Good public Relation
4. Check outstanding matter from the previous audit summary report
5. Proper issue of stickers & justified
6. Propose idea for improvement and justified.
7. Close matter when action has been taken. Remove sticker
8. Issue new sticker when action is not fully satisfied (old sticker still remain) and
also for new matter noted
9. Take photo as an example in case of the 5S team has shown very creative idea
to make the 5S initiative significantly effective, safe work place, cost saving
10. Only use maximum 3 stickers of each type for each working area / zone
11. Listen to the feedback given by workers
12. Provide positive suggestion for improvement if stickers is not appropriate
13. Prepare audit report of each working area on the Audit summary
14. Document must be signed by auditor & team leader
 15. Audit to the next area
16. You may take 10 – 15 minutes for one zone.

c) Twelve Focal Points 5S Auditors Should Examine

 Do the Top and Middle managers support 5S program?

 Are people proud of their workplaces?
 Are workplaces clean and organized?
 Are workplaces safe for people to work in?
 Are machines and equipment clean and well maintained?
 Are items easy to retrieve?
 Are machines and tools conveniently located?
 Are inventories stored for FIFO retrieval?
 Are products free from dust?
 Do people clean daily without prompting?
 Are the uniforms worn by people clean and tidy?
 Is a good image of the enterprise reflected in its people?

DEVELOP 5S
EVALUATION
STICKERS
1. Set up audit checklist criteria according to
area of 5S team

Signature: ……………………………
Signature: …………………………...
 RATING ACCORDING TO SCALE 1 TO 5
J. Awarding System

 Awarding for 5S promotion results according to evaluation is recommended.

Awards may be:
 For Good performance
 Award for efforts
 Award for good Ideas
 Prize winner
 Group
 Individual

K. Big Cleaning Day

It is a cleaning that carried out from two to four hours by the organization. Example: Before
national holidays
L. Patrolling System
 Top management Patrol
 Check Up the activities Comprehensively
 Give emphasis on sustaining of the activity
 consider committees feedback
 5S Committee members and Promotion office Patrol
 Evaluate “5S Check List”
 Record problems on”5S check findings”
 Tack picture of 5S problems
 Mutual patrol
 Check mutually among KPT
 Self patrol
 5S leader and members check the results of activity by themselves.
 Checklist patrol
 Point out the problems by themselves at site as well as evaluate the results
and encourage members to urge KAIZEN.
 Camera patrol
 Visibly highlight the problems and progress of the activity using photographs.
SUMMARY

The fifth pillar, sustain, means to make a habit of properly maintaining correct procedures
over time. No matter how well implemented the first for pillars are, the 5S system will not
work for long without a commitment to sustain it.
In your life in general, why do you commit yourself to sustain a particular course of action?
Usually you do this because the rewards of keeping to the course of action are greater than
the rewards of not implementing them, sustaining them through the fifth pillar should be
something you take to naturally.
Unlike the first four pillars, the sustain pillar cannot be implemented by a set of techniques,
nor can it be measured. However, you and your company can create conditions or structures
that will help sustain the commitment to 5S implementation.
To sustain 5S activities in your company, both you and the company management have
important roles to play. Part of this role involves creating the conditions that sustain 5S
activities. The other part involves demonstrating that you are committed to sustain these
activities, too. Some of the tools to help sustain 5S activities in your company include: 5S
Slogans, 5S Posters, 5S Photo Exhibits and Storyboards, 5S Newsletters 5S Months, 55
Pocket Manuals, 55 Department Tours, 55 Maps, and 5s Audit
Self Check - 6
Directions: Answer all the questions listed below. Use the Answer sheet provided in the next
page:
1. Define the fifth pillar of 5S?
2. List problems avoided by implementing sustain.
3. Why sustain is important?
4. Explain how to implement sustain?
5. What are the roles of you and your management in implementation of sustain ?
6. What are the common tools and techniques to sustain 3S?
7. How 5S slogans are used to sustain 3S?
8. Why 5S photo exhibits and storyboards are used to implement sustain activities
9. Describe 5S newsletters?
10. What are the 5S pocket manuals?
11. How 5S months are scheduled?
12. Describe 5S audit.
13. What are the activities performed during preparation of audit and during audit
14. Why awarding is necessary in sustain implementation?
15. List types of patrolling system.
Operation Sheet - 6
Procedures in Implementing Sustain
Sequence of Sustain
1. Planning
 Set schedules for sustaining techniques
2. Prepare sustaining Tools and Techniques
3. Implement sustaining activities
4. Feedback comments on the sustain results
Lap Test - 6
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: Prepare slogans and posters for your work area.

Task 2: Evaluate your work place by using the 5S check list and use stickers.
Task 3: Prepare audit summary report by using the given template.
 Identify the:
 Person-in-charge
 Technology workshop
 Work station
 Consider the:
 OHS procedures
 Workplace procedures and standards (work area)
 Frequency of maintenance activities

Participants of this Module (training material) preparation

N Name Le Field of Organizati Mobile E-mail
o vel Study on/ number
Institution
1 Abel A Computer MOLS 0911776 [email protected]
G/Egziabher Science 728 om

2 Endalew A IT Debremarko 0913305 crouchkecho@gmail.

Kassa s PTC 454 com

3 Frew Atkilt A Network & Bishoftu 0911787 [email protected]

Information PTC 374
Security
4 Getnet Alemu B IT Nefasmewu 0922550 Getnetalemu783@g
cha PTC 906 mail.com

5 Remedan A ICT Harar PTC 0913478 remedanm77@gmail.

Mohammed 937 com