5S Training Manual

(Explanations)

Training Module (Rev1

1
Learning Schedule Index
A Introduction of 5S Concept:
1. Overview of 5S
2. Thought of 5S
3. Hirano Thoughts
4. Why is 5S necessary
5. Benefits of 5S
6. Resistance to 5S
B Introduction Steps of 5S.
C Introducing 5S in Harsha.
1. Master Plan for 1S – 2S Implementation
2. Define Targets for 1S and 2S.
3. Prepare plant Layout, form zones with Red Tag area
4. Form cross functional disposal committee team .
5. Zone Designation : Prepare Tools and Facilities for carrying out 1S and 2S.
6. Develop Red Tag and Tag Summary format.
7. Prepare Audit Criteria.
8. Prepare Audit Format.
9. Prepare Audit Observation sheet and Action Plan sheet.
10. Prepare Audit Schedule
11. Prepare Templates for Before and After photographs
12. Prepare Benefit summary matrix (monthly)and graph
D Implementing 1S in Workplace
1. Understanding Sorting
2. First Pillar Organization
3. Red Tag Strategy
E Implementing 2S in workplace
1. Understanding Orderliness
2. Second Pillar Orderliness
3. Sign board Strategy.
F Question and Doubts clearing session .

2
Introduction of 5S Concepts:

Reference Sources:

• 5 Pillars of the Visual Workplace by Hiroyuki Hirano.

• The 5S Improvement Handbook by Productivity Europe Ltd.
• 5S Leaders Field Guide by Richard D B.
• 5S for Operators by Productivity Press edited byJIPM
Introducing 5S into the Workplace.

Step 1
Establish 5S promotion organization

Step 2
Establish 5S promotion plan

Step 3
Establish 5S campaign materials

Step 4
In-house education

Step 5
5S implementation

Red-tag strategy
(for Organization)

Standardized Intensive Cleanliness

Cleanup improvement
s

Signboard strategy
(for Orderliness)

Step 6
5S evaluation and follow up

5S Introduction Steps
Introducing 5S into Workplace.
Five Key Points for 5S success:
Do not rely solely on 5S tools.
Tools alone are not good enough, Instead emphasize 5S as a lifestyle that
includes physical, mental and emotional practices similar to a spiritual
discipline or a martial art. To learn one must learn more than techniques.
Provide encouragement at every opportunity.
Boost peoples enthusiasm for 5S at every opportunity through workshop
training, seminars, meeting etc.
Make explanations easy to understand.
Always discuss 5S in practical terms, never theoretical. Make 5S
conditions as visible as possible.
5S is simply, 1.Making condition free of dirt and waste (and “conditions”
means the workplace right in front of your nose) and 2.Having clearly
visible means of maintaining those condition.
Involve everyone.
Just participation is not good enough, people must participate in
meaningful ways. Don’t waste time in lengthy feasibility studies, instead
involve everyone in trial and error efforts. If 5S groups have only a few
active members, and not everyone, you can bet that 5S conditions will
eventually collapse.
Be disciplined.
Discipline means adhering to what has been decided. Do not get angry on
people, instead get upset on bad behavior and conditions. Show that the
dirt really upsets you.
Introducing 5S into Workplace.
Eight Tips for Firmly Establishing 5S:

President must take ultimate responsibility.

Do not think 5S’s as common sense applied to common people and
therefore merit someone else’s attention –delegate to subordinates.
Presidents cannot expect their companies to get behind the 5S’s unless
they practice it publicly themselves.
Every 5S policy decision must come from promotion office.
5S implementation will not work if the various corporate sections proceed
in different ways. Informal, improvised 5S policymaking don o t work.
Promote companywide participation.
Introduction does not work when only some associates get involved.
Explain 5S until everyone understands them.
Thorough 5S implementation requires thorough understanding.
Be persistent and meticulous.
Don’t give-up on something just because it is difficult. When implementing
a cleanup exercise, people should be given a manual that specifies
standards of their workplace.
Be quick and ruthless when Red Tagging and making Signboards.

President should participate in 5S patrols.

Help everyone to recognise that 5S are the connected to company’s long term
survival.
IMPLEMENTING 5S IN HARSHA
 Vision – Mission - CSF
Role model (Bench Mark) in manufacturing excellence -
Eliminate Number of Non Value adding process activities
Reduction in Inventory (RM, Semi finished and Finished)
Reducing per piece cost by increasing availability of machine and human
Developing Controls through visibility,.
Implementing one piece flow.

Earn respect from the bearing business community

Ability to meet customer request for product cycle time and fast delivery through shorter lead time.
Consistency in Quality output.
Reducing Non technical complaints.

Developing Harsha Brand

Improve the quality by reducing errors in system.
Implementing Standardization for achieving output consistency.

Responsibility (to the society / Environment- CSR)

Ensuring machine competent Associate.
Reduction in energy consumption , yield losses and waste generated(Oils, chemical)
Cost caused due to injury to worker.

8
 5 "S" Important Points
Benefit Summary – Projected.
1. Achieving Zero Non Technical Customer complaints.
2. Achieve Zero Accidents
3. Space Saving projected of 8000 Sq Mts (25% of 32000).
4. Inventory Cost Saving on11 Crores 25% of 43 Cr (3 + 7 + 13 + 20)

Budget Estimations.
(Painting, Signboards, Consultants, Proper storage, Training People, )

1. Common place for storing

1. Pallets / Crates,
2. Corrugated boxes / Thermocol, and
3. Plastic containers / Drums
4. Transport vehicles / Forklifts
2. Organization of Utility facilities (Maintenance)
3. Organize Storage area for Washers.
4. Dedicated areas for Civil-Construction and Fabrication.
5. Systematic storage of repairable (reusable) equipments.
6. DM water plants / ETP facility / Underground Diesel tank etc.
 5 "S" Important Points

Management commitments.
1. Permit time to implement 1-2 S.
2. Regular progress review of 1S and 2S.
3. Lead Patrolling activity and conduct Top Management Audit.
4. Rewarding the best 5S Zone.
5. Periodic clearing of Centralized red zone items.
6. Centralized Data bank (DMS) system for the 5S activity.

Promotion Plan (Name of Project, Period, Objectives, Scope, Implementation themes).

 Introducing 5S into Harsha.

5-S is a logical approach for Harsha to learn those basic tools and skills which are
required for all higher level future lean applications. Sustenance of 5S is a
prerequisite for successful application of all Lean Tools

The change steps required to lead Harsha through a successful 5S implementation

will be same as those required for any major transformation. Fundamentals of.

Create a compelling case for Change:

Communicate and Inspire others towards a vision for an improved future state. The first task
is to create a meaningful compelling case for 5S.
Why is now the right time, (tired of living from crisis to crisis).
What are the obvious issues for Harsha and How will 5S help Harsha to solve those issues.

Establish a trusted core team:

Emphasis should be given to the quality of this core team over quantity.
Core team possess both the decision and implementation power to make 5S successful.
 Demonstrated an ability to be early adaptors and those who clearly value what 5S represents.
 Leading Change in Harsha :
A high level powerful strategy:
Core team should establish a high level strategy for realizing the vision.
5S principles should guide the multitude of decisions made daily within Harsha.
 Discipline in our company is not to turn employees into mindless robots. Everyone is
encouraged to use their creativity to improve upon the currently documented best practice.
Everyone trusts that everyone else is always using the currently best known process.
A budget should be established for initial 5S improvements.
 A proven 5S resource should be identified for developing training and guiding initial
improvement events.
 Implement 5S in one area at time. Go an inch wide and a mile deep.

Communicate the vision constantly:

Research argues that most change messages are under-communicated by a factor of ten.
 Action truly do speak louder than words. All the words in the world, spoken or written, are meaningless.
 Ensuring that adequate resources are put in place to implement 5S is critical to walking the talk.
 Designating a strong, widely respected leader to become the organization’s 5S champion also speaks
volumes.

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 Generate short term wins

Enable people to do the right things

Even if people want to do the right things; that doesn’t mean they know how to do the right things.
Detailed information on 5S will be needed to teach them how to effectively implement 5S within their area.
Potential Barriers discouraging people to do the right things
Metrics that don’t emphasize the importance of 5S.
 A performance appraisal process the doesn’t emphasize the importance of 5S.
Managers and Supervisors whose actions are out of step with the 5S behaviors.
Policies and procedures that discourage employees from taking ownership for improvements.

Generate short term wins

Initial projects should be in limited area, but that all components of 5S can be capably completed.
A high traffic work area that is frequented by a majority of employees within their typical workday.
5S progress to positively demonstrate visual improvements on safety, quality , and productivity.

Ground everything in new culture

Make sure 5S is now and will continue to be an important part of who we are.
The more firmly the principles of 5S become implanted into the foundation of the organization, the more likely it
will withstand whatever challenges it’s existence over time, including your own departure.
 The criteria for rewards, promotion, disciplinary action, and perhaps even hiring should have ties to 5S
 Office 5S is typically data-focused and looks considerably different than factory 5S.
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 Culture change occurs last, only after sustained positive results change how people think.
IMPLEMENTING 1S IN
WORKPLACE
 Before starting the 5S programme the scope and depth of activities must be
identified, agreed and communicated to all members of the workforce. (Eg:
inside / outside factory, Factory floors / Office floors, Walls up to a certain
height or up to the ceilings, just the exteriors of the machine or whether e want
to remove cover and clean inside etc).
The First Pillar : Organization.
What is Sort
Discard is the Keyword.

Items absolutely required to support the daily value-adding activities of the work area.
Totally independent of whether the items continue to possess any current real value.

organization means removing from the workplace all items that are not needed
for current production or clerical operations.

Only what is needed, (correct function)

Only in the amounts needed, (correct quantity) and
Only when it is needed. (correct timing)

If the item is clearly lacking in any of the three criteria of functions, timing
and amount, we should judge the item as a thing that cannot be used.

Organisation does not mean throwing out only the items that you are sure to never need.
Neither does it mean simply arranging things into neat straight patterns. It means leaving
only the bare essentials.

Generally things that cannot be used currently and things unlikely to be used should
be discarded as unneeded.

When in doubt, throw it out.

The First Pillar : Organization.
Sorting means removing all the items from the workplace that are not needed
for the current production (or clerical) operation. Sorting creates a work
environment in which space, money, time, and other resources can be managed
and used more effectively.

Red Tagging Strategy is a method for identifying potentially unneeded items in

the factory, evaluating their usefulness and dealing with them appropriately.

In order to practice 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 Tag holding areas act as a safety net and also sometimes as an emotional
buffer when people are concerned about getting rid of things.

When an item is set aside and watched for an agreed period of time people tend
to be more ready to let go when that time is over.

The second pillar, Set in order is about arranging needed items so that they are
easy to use and labeling them so that they are easy to find and put away.
The First Pillar : Organization.
Why need for Organising:
Factory space is increasingly taken up by unneeded items like inventory and machinery making it
crowded and hard to work.

Time is wasted in searching for required parts and tools.

Unneeded inventory and machinery cost money to maintain.

Design changes makes Inventory obsolete. Inventory undergoes age-related deterioration.

Money wasted on extra inventory management.

Excess stock-on-hand in the factory tends to hide other types of problems.

Unneeded items must be accounted for when taking inventory.

Pose obstacles for redesigning the equipment layout.

Lockers, shelves, and cabinets create Walls between employees in the same workplace, thereby
hampering communication.

Even Well labeled items takes more time to search when needed and unneeded are mixed.

Superfluous clerical supplier in desks raises costs. Office productivity declines when desks are cluttered.
The major benefits lie below the surface, constantly and positively impacting the work of the sorted
area.
The amount of waste is proportional to the amount of complexity.
The First Pillar : Organization.

What is the Leader’s Role with Sort:

1. First , rules regarding the retention, storage, and display of personal items such as tool
boxes, lunch boxes, coats and various mementos must be established. Consideration of
both business and personal need should be taken into account.
2. Secondly, the maximum estimated value should be established, below which employees
are authorized to scrap unnecessary items.
3. When approached for a signature to authorize a purchase, “Have you checked the Red
Tag Area?”
4. Articles will be occasionally discarded that are later needed. Thus, the occasional “we
5S’ed that last quarter” response regarding the whereabouts of a specific item should be
expected. It should be taken, not as a sign of failure but rather a healthy, reasonably
aggressive Sort process.
5. Smile while signing the approval for the replacement, knowing your Sort process is
working. The long term benefits associated with such an aggressive Sort process will far
out weight the occasional expense of having to replace a discarded item.

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The First Pillar : Organization.
Organisation in the Factory:
Out of the 5M’s to run a factory, 5S is primarily applied to Materials and Machines.

Organization Applied to Inventory.

Items that cannot be used or Items unlikely to be used like defective goods or dead
inventory must be discarded.

Rarely used items Or items used only once or twice a year should be kept somewhere
separate from the production facility.

Occasionally used Items ,such as used once every month. It is best to store these items
in an out-of-the-way place (such as a corner) Near the process where they will be used.

Frequently used Items, Used only once a week should be stored in a storage
compartment near the machine and Items used every day or Every hour should be kept
close at hand within the work area.

Organisation applied to Production Equipment:

Always install large equipment units on rollers so that they can be moved easily.
For production equipment as for inventory items, the recommended Visual Organization
method is the red-strategy.
The First Pillar : Organization.

Organisation in Offices:

When dealing with information, the best approach is not to sort out needed Information
from unneeded information. Instead, find ways to prevent unneeded information from
being collected or production in the first place.

Lifecycle of information in offices is generally much short.

The key-and the first priority-is to avoid generating useless information.

Statistics have shown that the amount of discarded documentation corresponds to

roughly half of that generated.

As shown, documents created over six months ago have a use-frequency of only 10
percent . One year after documents are generated, their use-frequency rate drops to a
mere 1 percent.

As a rule of thumb, Japanese companies have shown a discard rate of Approx 100 Kg of
documentation per Employee per year.
The First Pillar : Organization.

Organisation for Documents:

Implement special companywide documents Organization campaigns about twice a year.

In a Document Cleanup Campaign, we expect to discard about five out of every ten pages
of documents. Of the five pages that are kept, three pages will be transferred to remote
storage and the other two will be kept available for use.

Generally after a document clean up campaign, 20% are categorized in Ready-access

document with new storage proposed, 30% Remote document storage , transferred away
and 50% documents Discarded.

There are various ways to measure quantities of documents (for instance,

by number of pages, number of binders or by stack thickness in inches/feet
or centimeters/meters).

In this way, Japanese companies have figured that average clerical workers stores from
one to one and a half meter of documentation. A stack of 100 standard size photocopy
paper happens to be one centimeter thick.
The First Pillar : Organization.
For transfer of documents from Ready to Access storage to Remote Access storage, Establish
the following rules,
Clearly separate ready access and remote access storage sites
Clearly label all remote storage documents,
Determine storage period in advance
Have labels on all storage containers with type of document, storage period and name
of person in charge.
Establish enforce clear rules for remote storage.

Organisation for Business Cards:

In fact, about half of the business cards that people receiver are useless from
the beginning.

For business cards also the same ready-access storage and remote storage
principle is followed.

First, throw out all business cards received two years ago. (majority of Japanese
employees change jobs or departments in two years time).

Pull out those belonging to people with whom you still have regular contact as we
need them for ongoing business relationships.
The First Pillar : Organization.
Organisation for Stationery Supplies:
Why do stationary supplies tend to accumulate? The answer is simple-
Because there are desk drawers to hold (and hide) them.

Instead of putting stationery into drawers, design a desktop sheet of

cardboard or thick paper that outlines spaces for all necessary stationary
supplies. Such a storage system is faster to use than drawers (Space Outline
Sheet for Stationary Supplies).

List minimum number of each type of stationary item she needs.

Put out on her desk every stationary item in her possession, including
whose from her jacket pockets, briefcase and desk drawers.

Return all extra items to the person in charge of stationary supplies.

Then stores the former and discards the latter.

Sets up a sheet with spaces outlined for all of the minimum required
stationary items. Strictly speaking, this sheet is an Orderliness device
rather an Organization device.
RED TAG STRATEGY:
The Red Tag Strategy.
 Attaching red tags to unneeded items is a simple task that anyone can perform .

 To keep the factory clean the challenge before us is to find a bathing substitute for the factory. The best
“factory bath “ known is the 5S’s.

 Every strategy is aimed at conquering a specific enemy. The enemy confronted in Red Tagging is
Waste and the ills (undesired) we create in workplaces.

 A factory full of Red Tags is nothing to be ashamed of, there can never be too many red tags. In fact
when this strategy is carried out the whole factory will look red.
 Don’t think of Red tagging as putting an old dog to sleep. It should be more like tipping a
waiter for a job well done.

 Red is conspicuous , red is the color of stoplights. And the Japanese word for red also means dirt.

 Typically, red tag are attached to all items that will not be needed for the text month’s production
schedule.

 Don't remove anything without the local work group's approval.

 Items which still possess adequate value, but are not required within the assigned work area, and are
not misplaced from another work area, are designated for Red Tag.
 Another key factor in a successful Red Tag process is the location chosen for the Red Tag area. First
tendency is to locate it in a corner
 The waste associated with the one-time disposal effort will generally be tiny compared to that
associated with keeping the excess article in the work area day in day out.
What is the red-tag strategy?
It is a means of implementing organization by labeling all unneeded items with conspicuous red tags.

Step 1: Launch the red-tag project.

 Members: Employees in manufacturing, materials, management, and accounting divisions.
 Period: 1 to 2 months
 Key point for JIT consultant: help the factory employees understand how to identify what
Items are not needed.

Step 2: Identify red-tag target.

 Inventory: Raw materials, parts, in-process inventory, and products.
 Equipment: Machines, miscellaneous equipment, jigs, tool, cart, desk, chairs, dies, vehicles,
fixture, etc.

Step 3: Set red-tags.

 Set criteria for determining what is needed and what is not
Example: Do not tag items needed for the next month’s production schedule; tag all other items.

Step 4: Make the red tags.

 To be eye-catching, red tags should be as large as a standard piece of typing paper.
 For inventory items, red-tags should write down the item’s name, quality, retention period,
reason for retention, etc.

Step 5: Attach the red tags.

 People from indirectly related divisions should come to the workshop, listen to description of
current conditions, and be objective in attaching red tags to all unneeded items.

Step 6: Evaluate the red-tag targets.

Inventory
 Divide red tags into two types: (1) “dead stock” and (2) “retained stock”.
 Set the “need period” for service part according to the product life of corresponding products.
Keep service part in the warehouse for the appropriate need period.
 Create and execute a schedule for disposing of dead stock. The schedule should indicate quantity,
value, and disposal period.
 Make list of all unneeded inventory to facilitate understanding and for use in accounting.

Equipment:
 Basic principal: Whatever gets in the way during improvement activates should either be moved
or disposed of.
 Follow the company’s disposal application procedure to dispose of unneeded equipment.
 If equipment in the way during improvement activities is an off-the-book asset, simply get rid
 Of it, since there are no applications to fill.

Make signboard (visual Orderliness)

The Red Tag Strategy.


 Steps in the Red Tag Strategy:

 Launch the Red Tag Strategy:
 Even factories that devote a few minutes daily to red- tagging still need to carry out companywide red-tag
campaigns at least once or twice a year.
 The person with the final responsibility of the red tag project (campaign) should be a top manager.
 It is especially important to a actively involve the accounting department in the disposal of unneeded
warehouse stock and equipment.
 help the factory employees understand how to identify what items are not needed.
 Identify red tag targets.
 Main targets for Red Tagging :Inventory equipment and space.
 Two types of Inventory : warehouse inventory and in- process inventory.
 Sub-divisions of warehouse inventory are material warehouse, parts warehouse, Product warehouse and so
on. We must be especially carefully to target all inventory that lacks a specified location.
 Set red tag criteria for determining what is needed and what is not
 The most difficult thing about red tagging is differentiating what is needed from what is not.
 Even items, parts and machines used once every two or three years will be judged as necessary by the
workshop staff. Well find a way to use them sooner or later
 The truth is that people are naturally reluctant to throw away anything familiar.
 The most common criterion for deciding what is needed and not is the next month’s production schedule
 Change Attitude :. “Throw it away ? What a waste !
 Make a list of unshipped inventory items and red tag everything on the list These items should receive the
same treatment.
 Some companies red tag all items not needed for the next months production schedule. Some others red tag
all items not needed for the next weeks production schedule and some others red tag all items not used
during the previous months production schedule.
The Red Tag Strategy.


 Make the red tags.

 In office it is a good idea to use round red stickers..
 Red Tag should contain information like .Category, (Type of item like RM, equipments, Products etc), items
name (name or number ) , Quantity (number of items), Reasons (unneeded, defective or needed later),
Division, Date.

 Attach the Red Tags.

 Before sending people for Red Tagging workshop, be sure the entire red tagging team thoroughly
understand the criteria for differentiating unneeded items from needed items.
 The best way to carry out red tagging is to do the whole factory quickly if possible , in one or two days

 Evaluate the Red Tag Targets.

 Evaluating Red tag targets is very important..
 First we should examine the targets in the inventory categories to clarify the types of needed warehouse
items and how they were warehoused.
 Secondly to understand and analyse the unneeded items better, prepare an “unneeded inventory items list”.
 As a target for Red Tagging, Equipment is as important as warehouse inventory. We should remove all red
tagged equipment from areas where daily production takes place.
 After we move red tagged items away, we find factory dotted with empty space pockets enabling us to
change the layout of equipments and worktables for improvement.
 Raw m aterials , procured parts , proces s ing parts
Inventory in-proces s inventory, as s em bly parts , s em i-finis hed
products , products

Factories Machines , equipm ent, jigs , tools , cutting bits , gauges ,

(work Equipment dies carts , conveyance tools , worktables , cabinets ,
shops) des ks , chairs , s upplies

Floors , walkways , operation areas , walls , s helves ,

Spaces warehous e

Red-tag
Targets
Notice and circular ntice, m inuts es of m eetings clearical
report and bulletins , approval s heets es tim ates , contracts ,
Documentation
m em os , com pany rules and regulations , accounting and
m anagem ent m aterials , clerical m aterials

Copy m achines , word-proces s ing equipm ent, com puters ,

Equipment fax m achines , paper s hredders , printers , other office
autom ation equipm ent

Offices Folders , binders , file cas es , cabinets , lockers , file boxes ,

Supplies s torage boxes , des ks , chairs

Pencils , m echanical pencils , ballpoint pens , perm anent

Stationary supplies m arkers , eras ers , rulers , s cis s ors , tape, s taplers , cutters ,
m em o pads

Vouchers , bus ines s cards , atlas es , m agazines ,

Other
news papers , drawings , pam phlets
 RED TAG MASTER LIST
Unwanted items Red Tagged For Disposal under 1”S”

Item Qty Action taken/suggested Written

Zone, Sub Sale
Tag Name (No. Reason off from
zone & Dispositio Scrappe Shifted Under value
Sr. no. & & Wei for Red Issued Asset Remarks
Leader’s ght,
n required d to “Hold” derived
Dt. Descr Tagged Immedi central
to other Sold
pending , if any register
Name Size Dept.
iption ately zone decision ? If any

30
The Red Tag Strategy.

Lessons from Red Tag Episodes:

 We will discover parts that had sat in the ware house for 20 years, or since
the beginning of factory.
 Just as we watch for missing parts, so must we watch for excess inventory.
 Be sure that everyone completely understand the red tag strategy.
 Never stick a red tag on someone ‘s back. Don’t red tag people untill you
want to be red tagged yourself.
 An appetite for more pallets is a sure symptom of a gluttonous production
systems.
 Yellow tag only go half the distance.
 Improvement – including red – tagging –should be in-expensive. The more
money we spend the less we use our intelligence/ingenuity to find solutions.
 A red – tag project is not real unless members attach at least four red tag
apiece.
 Everyone must understand and use the same criteria for deciding what is
needed and what is not.
 One tip is to avoid the production engineering staff because they tend to
feel sentimental about the workshop they know so well.
The Red Tag Strategy.

 However brains are not enough. A company must have a quick and agile
body that can provide prompt “Hardware” response to the “software” it
receive from the computer systems.
 Making a 5S change is an enormous project requiring more than
incremental factory improvements. This is nothing short of a Factory
revolution.
 5S implementation usually boost productivity by 20%, probably due to
elimination of the need to search for parts and tools.
 Perhaps most importantly, the floor space required to support the work area
can be reduced considerably. Work area reductions well in excess of 50
percent are possible
 5S implementation usually make people feel a bit disoriented without the
familiar clutter. As implementators if we can get this far, we are half way
there on our target.
 Some companies also enlisted the participation of several subcontractors.
 Adopt the following basic policy: Properly arrange items by removing
currently unneeded items. Then make them orderly in all directions,
horizontal, vertical, perpendicular and parallel.
Essentials for Promoting Red Tag Strategy.

 Steps in Red Tag Strategy Promotion:

Activity Team Targets

Establish teams Headquaters productivity council

all factory workshop and

Attach red tags Red-tagging teams appropriate management and
Clearical sections
Transport and collect all factory workshop and
Persons responsible for
unneeded and useless appropriate management and
Organization in red-tagged area
Items Clearical sections
Storage and disposal of Persons responsible for
unneeded and useless Headquaters productivity council Organization in red-tagged
items areas
Persons responsible for
Report and follow-up on
Headquaters productivity council Organization in red-tagged
disposal results
areas
 The Red Tag Strategy Step : 4..

 Step 1 : Establish Re Tag Teams.

 Department is responsible for establishing Red tag teams and assigning responsibilities for
organisation in in red tag areas.
 Red tag teams should comprise employees from production engineering, Quality control , and other
department .
 If possible , there should be enough participant to carry out red- tagging for all target sites at the
same time . Teams should have about five members.
 Clear divisions of duties for specific red tag target sites should be made for each team members.

Red-tagged Target Persons Responsible for Organization

Inventory items Chief of production management department

Equipments and space Chief of production engineering department

Equipment and Chief of quality control department

measuring instrument
Support for disposal Chief of production department
 The Red Tag Strategy Step : 2.

 Step 2 : Attach the Red Tags: (Tables 8.3 to 8.9).

 Establish Red Tag targets.
 Define your terms.
 Follow ranking procedures.
 Establish standards for Red Tagging.

 Determine the red tag schedule.

 Gather information prior to red-tag implementation.
 Categorize red tag target items.
 Attach red tags.
 Create Red Tag, Issue red tag lists and red tags at same time,
 Assign Organisation Ranking to Red Tags, Write on Red tag list the item’s organization
ranking .
 Compile red tag lists.
 The Red Tag Strategy Step : 2.
Red-Tagging Categories for Production Facilities
No. Description category
Inventory
1 Excess inventory (more parts and materials than requires for the current product model) Unneeded
2 Items left over after production half due to change in production schedule or problems
concerning materials or quility factors Unneeded
3 Space attachments and other parts being stored with no current demand Unneeded
4 Items Used for custom-order products Unneeded
5 Items discontinued or specification change Unneeded
6 Items with material defect Unneeded
7 Items with processing defects Unneeded
Equipment
1 Items not requires for production Unneeded
machine, equipment, Jigs, tools, dies, etc. needed for production but: (a)
unrelated to the product model currenly in production (b)
2 currently out of operation due to breakdown repairs, routine maintenance, or
improvement repairs.
(c) broken, worn-out, and abandoned equipment Unneeded
Other (supplies, desks, etc.)
1 Cleaning equipment: equipment that is unneeded or otherwise in surplus Unneeded
2 Desks: extra desk (more than needed by managers and supervisors) Unneeded
3 Signs: More than required (not yet targeted for Organization implementation) Unneeded
4 Material storage boxes: Empty boxes or boxes misappropriated for personal use Unneeded
5 pallets: Empty pallets or more than are needed for current operations Unneeded
Other: Items in work areas, rest areas, lavatories, etc. that are unused or otherwise in
6
surplus Unneeded
 The Red Tag Strategy Step : 2.
Target No. What to look for
1 jigs that are unused or cannot be used, and extra jigs
Jig strorage Shelves 2 Miscellaneous doods other than jigs
3 Items piled on the top and bottom shelves
1 Hammers, wrwnches, knives, othe surplus tools
Tool boxes, drawers
2 Micrometers, calipers, dials, gauges, other surplus measuring intruments
lock-equipped
cabinets lockers 3 Rags, gloves, oil cans, other surplus consumables
4 Magazines, books, oyher personal property
1 Items left in corners
2 Equipment, large jigs, carts, other items not being used
Floor In-prcocess inventory, materials, and scrap piles left due to poor quality or
3
other problems
Parts, defective goods etc left under conveyors, next to windows or pillars,
4
or below machine worktabled, or shelves
Parts storage Materials that have not been moved for a long time (long term inventory or
1
shelves and other retained goods)
1 Materials (useless inventory) that havenot been moved for servel month
2 Carts and pallets
Outdoors
3 scraps piles
4 dies and jigs
1 Defective godds and other ignored items
Near the desk of 2 surplus inventory from parts replacements (not yet returend)
supervisors and 3 Drawings not beings uded
inspection staff 4 Excess rags or other consumables
5 Other unneeded odds and ends

What to look for when identifying Useless and Unneeded items.

The Red Tag Strategy Step : 2.

Establish Red-Tag Targets

Target Description

Inventory Raw materials, assembly parts, in-process inventory, semi-

finished goods, and other items related to manufacturing

Equipment Machines, equipment, tools, measuring instruments, cart,

supplies, utilities, and pallets

Space Operation areas, walkways, shelves, and storage spaces

The Red Tag Strategy Step : 2.

Ranking Items to be Organized

Rank Rank division Use period

Items or spaces that either will not be
Useless items: not used used for the next year or have not been
A
Items or spaces that either will not be
Unneeded items; seldom used for at least the next 6 months or
used have been used during the previous 6
B or more month
Items or spaces that either will not be
Unneeded items; used for the next 3-6 months or have
occasionally used not beep used during the previous 3-6
C months
Items or spaces that either will not be
Unneeded items, not to beused during the next 3 months or have
used for a white not been used during the previous 3
D months
 The Red Tag Strategy Step : 2.

Standard for –factory red-tagging – 1 Month.

Standard For warehouse Red-Tagging – 3 Months.

Standard, for Red-Tagging in tool and Jig room, die Workshop, and
Measuring-Instruments Room : 3 Months.

Standards for Red-Tagging Items Related to Construction, Power

Equipment, Maintenance, R & D centers, and General Affairs : 6 Months.
The Red Tag Strategy Step : 4.

Step 3 : Collect and Transport Unneeded and Useless Items:

 Activities to be completed before collecting and Transporting :

 Department should specify local red zone (primary collection centers) according to
Organisation targets and Ranking.
 Department should operate local red zone.
 For successful Red Tag campaign results, Production Department should operate and
specify local Red Zone activities.
 Departmental staff should transport all Red Tag items to the central Red Zone by the
end of the red tag promotion period.
 Appoint separate red tag teams to work the local red zone areas.
 Departmental promotion team should lend its support for the following activities.
 Collect red tagged items at the specified location.
 Determine Organisation Ranking and Assignments.
 Transport all Red Tag items to Central Red Zone.
 Prepare list of individual Weight, Numbers, Volume, Floor Space etc according to
organisation targets and ranking.
The Red Tag Strategy Step : 4.

Step 4: Store Unneeded items and Dispose off Useless items: (Tables 8.10 to
8.11).
 For the disposal and sale of these.
 Collect at central red zone.
 Make approval list for disposal or sale.
 Measure (Qty, Wt, Vol etc) items of disposal.
 Dispose or sell.
 For returns, loaners, Location changes, and Orderliness,
 Collect at central red zone.
 Store them at required local red zone.
 Have this item put to use.
 After complition of treatment procedures, update treatment method and date
in the “Treatment Result Column”
 The Red Tag Strategy Step : 4.

Treatment of Items according to

Treatment Method
Organization Ranking

Treatment Description

Dispose of Dispose of as scrap or incinerate items that are useless

or unneeded for any purpose.
Organizatio
Treatment Sell Sell off to other companies items that are unneeded for
n Rank
any purpose
Useless A Dispose of, sell , return, lend out Return Return items to their Previous owner (if the items is an
unprocessed claim item from a supplies company) or to
Unneded B Return, lend out, change location, apply Orderlinees Lend out where they were
Send items previously
to another specified sorage site.

Unneded C Return, change locaton, apply Orderliness

Change Move items to another specified storage site.
Unneded D Change location, apply Orderliness location
Apply Return items in better order or apply Orderliness to
Orderliness improve storage method and then store the items.
The Red Tag Strategy Step:5.

 Step 5: Report and Follow up on Disposal Results:

 Prepare summary reports of red tagging campaigns and their results.

 A listed of tagged items
 A breakdown of red tagged.
 The weight
 Documents generated.
 Hold a meeting to present this report, copies of which should go to the
productivity sun committee.
 The sign board have reduced inventory by one – third while raising
production .
 The 5S’s are every factory key for long term survival.
 The Red Tag Strategy Step

Seven Steps in Red Tagging.

Step 1 : Launch the red tag project.
Each department or production area must launch a red tag campaign.
Form a team
Organise supplies
Perform red tagging on a regular time as per a schedule
Identify and set aside a local red tag holding area
Prepare a plan for regular disposal of red tagged items.
Step 2 : Identify red tag targets.
Identify the specific types of items to evaluate. These include Inventory and Equipments
Identify the physical areas where red tagging will be done. Define a small area and evaluate it well.

46
 The Red Tag Strategy Step
Step 3 : Define Red Tag criteria.
Criteria establishes what is needed in a particular workplace or area
The most common criteria is the next month’s production schedule
Each department may establish it’s own red tagging criteria based on it’s local needs and
company’s criteria.
Factors which determine whether an item is necessary and to be kept in the workplace are
Usefulness of the item to perform the work at hand
The frequency of need/use of the item
The quantity of the item needed to perform this work.

Step 4 : Make Red Tags.

Red Tags are usually designed keeping in mind company’s specific need of documenting.
Information required on a red tag may include 1) Category (inventory, equipment, tooling
etc), 2) Item Name, 3) Quantity, 4) Reason, 5) Division, 6) Value and 7) Date.

Step 5 : Attach the Red Tags.

Red tagging should be a short and powerful event, if possible in one or two days.
During the red tagging activity, attach tags to all items in question without evaluating what to
do with them, disposal method (scrap-throw away, sell, return, lend, distribute, central
red tag area) can be decided during the next stage. 47
 The Red Tag Strategy
Step 6 : Evaluate the Red Tagged Items.
Based on the criteria decided in step 3, act upon the red tagged items by any of the following
Keep the item where it is,
Move the item to a new location in the work area,
Store them away from the work area,
Move the item to the local red zone area for evaluation,
Dispose.

Step 7 : Record the results of Red Tagging.

Each company need to create it’s own system for logging and tracking necessary
informationas red tagging take splace.
Documenting the results of red tagging is an important part of the red tagging process as it
measures the improvements and savings produced.

Red Tagging Tips :

Be alert against typical unneeded items getting accumulated at typical locations.
Set a target no of red tags per associate.
Put one tag per item.
Put Red tags on exces needed items
48
The Red Tag Strategy Successful tips.
 Tips for Successful Red Tag Strategy.
 Organisation together with Orderliness reduces inventory by one third while
increasing productivity by 20%.
 Low employee motivation and half hearted cooperation are basic weaknesses.
Generally companies that have done well with other strategies like suggestion
schemes, small group activities are the ones who does 5S successfully.
 Tip 1: Teach the Importance of 5S.
 The 5S’s are every factory’s key for long term survival. Therefore everyone from top managers to shop floor
operators must understand the importance of 5S.

 Tip 2: Be sure everyone understands what Organisation means.

 Organization means eliminating whatever is not needed. Simply rearranging goods into
neater piles is not organization.
 Tip 3: The Company President should lead Red Tag Promotion Office.
 The red strategy will not succeed unless the company president gets behind it and personally
leads the red tag promotion council.
 Tip 4 : People who attached Red Tags should have no direct connection
with the target items.
 Emotional reaction would be to resist throwing out unneeded items such as jigs that they
made or machine that they have used in the past.
 Establish and Use 5S patrols.
 5S Patrols should be formed to periodically patrol workplaces and check 5S conditions against a checklist.
The Red Tag Strategy Suggestions
 5 Suggestions about Red Tag Implementation:
 The main stumbling block when red tagging items is the fear that you will
move out needed items whose absence tomorrow will case production to
grind to a halt. You must firmly adhere to Red tagging criteria and let
tomorrow take care of itself.
 If in doubt Red Tag it.
 Do not be hesitant or fearful when red tagging items. Don’t think , “May be they need this.”
Instead think, “ I don’t see why they need this.”
 Finish Red Tagging in a short time.
 Avoid spending a week or ten days on red tagging. Red tagging should be with little or no
advance notice.
 Set a target of Red Tags to be used.
 Average of min 4 Tags per employee.
 Put one Red tag for each item.
 It is tempting to attach one Red Tag for the whole shelf. However , this can lead to confusion
when it is time to dispose of the shelved items.
 Red Tag excessive Amounts of Needed Items:
 We should also Red Tag some items that are needed. Everything in excess of these items
should be Red Tagged and removed with unneeded items.