5S Training

5S Principles & Methodology
5S in VPO Management Pillar
•5S is one of the fundamental blocks of the VPO Management Pillar

•5S is considered a fundamental because before we can put any of the
other tools into practice we need to have an organized work area
Dream Strategic Plan
Performance MCRS
Manage To Target Setting Problem Project Knowledge
(Perf. Review
Improve and Cascading Solving Management Management Process)
Product and Standards Routine MCRS

Manage To Business Process
Process Creation and (Routine Review
Sustain Description Mapping Indicators Execution Process)
Fundamentals Global Policies 5S

Definition
•5S is a tool that represents the basic principles of
housekeeping and workplace organization. Gracias
Coco, muy bueno. Algunos comentarios:
•Quitar las comillas de la S (5“S”). El bloque
se llama 5S.
•Algunas animaciones entran letra por letra,
esto distrae mucho, quizás máximo palabra
por palabra o una animación más suave.
•En las láminas de limpieza, incluir “limpieza
profunda” que es un concepto que representa
mejor “Shine” la definición en inglés de la S3
que usa ABI. Ver material de training
adjunto.
Terminology
SET
1. SORT
SHINE
2. SET IN ORDER
3. SHINE
SORT STANDARD.
4. STANDARDIZE
SUSTAIN 5. SUSTAIN
5S Overall Process 3. Shine
2. Set 4. Standardize
•Set
•Shine
1. Sort
•SAFETY 5. Sustain
•Sort •Standardize
•Red Tag
•Sustain
What Are They?
1. SORTING involves screening through unnecessary materials and simplifying the work
environment. Sorting is the separation of the essential from the non-essential and
removing them from the work area.
2. SETTING IN ORDER is organizing the essential materials. It
allows the operator to find materials when needed because the
materials are in the proper location.
Set
3. SHINING is the act of cleaning the work area as dirt is
often the root cause of premature equipment wear.
Shine
4. STANDARDIZING is establishing schedules and

methods of performing the cleaning and sorting.
Sort
Standardize • 5. SUSTAINING is the continuation of sorting,
setting, shining, and standardizing. It is the most
important and difficult, as it addresses the need to
Sustain perform Five S’s on an ongoing and systematic basis.
Benefits
5S simplifies your work environment, reduces waste

and non-value added activity while improving
quality, efficiency and safety.
The 5S process can increase morale, create positive impressions

on customers (and visitors), increase efficiency and organization.
The effect on continuous improvement can lead to less waste,
better quality and faster lead times. Any of which will make your
organization more profitable and competitive in the market place.
Benefits
 Routine disciplines are established to keep the workplace in
order
 Prompt problem detection (oil leaks, spills, missing parts,
missing tools) is easier; problems are more visible
 Process exists for the identification and removal of non-
essential material, waste, tools and equipment
 The work area is well-organized and materials are in the
proper locations so time is not lost looking for equipment,
materials and tools; production is maximized
 Operation rates are more efficient
 SAFETY is improved
Before Sorting……
Where to start?
 First, identify the areas that need 5S
 Production areas
 Maintenance shops
 Tool rooms
 Storerooms –warehouse (kegs sorting, empties areas,…)
 Office areas
 Etc…..
Start with a small area first and expand out. At the end the whole
floor/area/plant will have visible 5S efforts.
•Take initial pictures (time and date)

 Document specific problem areas (organization, dirt, extra
stock, unlabeled parts, random tools laying around)
 Talk to operators, managers and supervisors that work in the area
1.SORT
This means sorting and organizing the items as
1. Critical items- important, frequently used items for that area
2. Unneeded items - or items that are not needed or used
3. Used items- items which are not frequently used in the area
Critical items (1) should be kept for use nearby and Used items, should
be stored in a designated holding area (could be storeroom).
For this step, the worth of the item should be decided based on
frequency of use and not cost. As a result of this step, the search
time is reduced.
Division Definition How to handle
Unneeded items Not used Moved into waste disposal area

Moved into designated “holding
Used items Not frequently used
area”
Stored in/near the defined
Critical items Frequently used
workplace
The procedure that involves identifying the non-essential
items in a work area is called ‘red tagging.’
…Red Tagging
Remove unwanted
items to the 5S
“Holding Area”
Tagging Standards
There must be a clear process for determining what is essential and
what is not.
Process must include person(s) responsible for making tagging
decisions.
There must be clear identified « Holding Area » (what is not useful
for you could be useful for someone)
5S Holding Area
 Defective, dead stock items,

obsolete items are thrown out
 Excess stock is moved into

storage (storeroom)
 Stock for other operations is

relocated (placed in holding 5S Holding area
area for other people to look
over)
 Discarded tools and equipment
are removed
2. SET IN ORDER
Setting in order involves organizing the essential materials in
the workplace. The concept is that “Each item has to be
placed in the right location and with the defined quantity”.
 The goal of setting is to eliminate

wasted time looking for materials and
tools.
 Setting leads to improved efficiency.
 Setting contributes to a safer working
environment!!
If there is a designated location, items can be placed back

where to belong after use!
Before you start setting…
You must clean before you set up!

 Clean the areas from where the items
came
 Clean the areas in where items will be

organized
 Clean the materials themselves

….Organizing Strategies…
Organization is the standardization for storage:
 Use dividing lines on floor and other work surfaces.
 Display signboards (use visual organization)/maps/indices
 Create an open storage system for tools
 Use Bins to segregate small items

…Use Basic labeling principles
The Basics Labeling Strategies

What? * Name
 What is it?
(item) * SAP # for reorder
 Where does it belong?
 How many are there? Where? * Shelf location
(position) *Cabinet Location
How many? * Minimum quantity

(quantity) * Maximum quantity
Setting
3. SHINE
Clean the work area, make it shine.
Keep things clean and polished, no rubbish or dirt in the workplace !
Clean, sweep, wash, and tidy the workplace and immediate surrounding
area so as to establish the required standard.
 The purpose of cleaning is to rid workplace of all

dust and dirt
 A cleaner workplace allows for quicker problem

detection
 A clean workplace is a safer work place

Shine: Checkpoints
 Decide what to clean.
 Decide who is in charge of each cleaning task.
 Decide on cleaning methods.
 Prepare cleaning tools and equipment.
 Implement cleaning regimen.

Shine: Areas to Clean
Operating area
Equipment
Tools
Floor
Workspaces
Conveyors
Work benches
Electrical cabinets
(tops/outside)
Storage
Warehouses
Shelves
Inventory
Stock
4. STANDARDIZE
Establish schedules and methods of performing the cleaning and
sorting continuously.
 As the first three 5S’s have been implemented, you should concentrate
on standardizing best practices in your work area.
 Take an after picture and post for visual comparison
 Create a map or index of where things are stored in a larger work
place
 How will you keep the area organized? Stocked? Cleaned?
 Develop RACIs to involve all team members in the area

5. SUSTAIN
To sustain is to perform all 5S’s on an ongoing and systematic basis
Implement mechanisms to sustain the gains through involvement of

people, integration into the routine reviews and recognition.
 Sustaining is the continuation of sorting, setting, shining and

standardizing
 Sustaining is everyone’s responsibility!
 Audits and action logs are the primary tools used to sustain
the implementation of the Five S’s.
5. SUSTAIN
This is by far the most difficult to implement and achieve.
Human nature is to resist change and more than a few organizations

have found themselves with a dirty cluttered shop a few months
following their attempt to implement 5S.

There is a tendency is to return to the status quo and the comfort zone
of the "old way" of doing things.

Sustain focuses on defining a new status quo and standard of work
place organization.
Is 5S needed?
Ask yourself (and others)…….
 Are there any non-essential items around you in
your work area?
 Are all tools readily accessible?
 Is the cleaning schedule adhered to everyday?
 Is cleaning up done every day as part of the

routine?
5S Audit form
5S Audit form (cont.)
Before 5S
Bevo First Floor Shop
After 5S
Bevo First Floor Shop
Before 5S
Utilities Tool Crib
After 5S
Utilities Tool Crib
5S is successful when:
 Everyone (managers, operators, technicians, etc) has knowledge,
understands and lives the 5S and the benefits
 A process exists for the identification and removal of non-essential

material and waste
 The locations for all essential equipment (e.g.; worktables, fans, fixed
equipment, and garbage cans) are clearly identified.
 All employees are performing 5S daily and an audit system is in place.

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5S Principles & Methodology

5S in VPO Management Pillar

•5S is one of the fundamental blocks of the VPO Management Pillar

Dream Strategic Plan

Product and Standards Routine MCRS

Fundamentals Global Policies 5S

4. STANDARDIZING is establishing schedules and

5S simplifies your work environment, reduces waste

The 5S process can increase morale, create positive impressions

•Take initial pictures (time and date)

Division Definition How to handle

Unneeded items Not used Moved into waste disposal area

 Defective, dead stock items,

 Excess stock is moved into

 Stock for other operations is

 The goal of setting is to eliminate

If there is a designated location, items can be placed back

You must clean before you set up!

 Clean the areas in where items will be

 Clean the materials themselves

Organization is the standardization for storage:

 Use dividing lines on floor and other work surfaces.

 Display signboards (use visual organization)/maps/indices

 Create an open storage system for tools

 Use Bins to segregate small items

The Basics Labeling Strategies

How many? * Minimum quantity

 The purpose of cleaning is to rid workplace of all

 A cleaner workplace allows for quicker problem

 A clean workplace is a safer work place

 Decide what to clean.

 Decide who is in charge of each cleaning task.

 Decide on cleaning methods.

 Prepare cleaning tools and equipment.

 Implement cleaning regimen.

 How will you keep the area organized? Stocked? Cleaned?

 Develop RACIs to involve all team members in the area

To sustain is to perform all 5S’s on an ongoing and systematic basis

Implement mechanisms to sustain the gains through involvement of

 Sustaining is the continuation of sorting, setting, shining and

 Sustaining is everyone’s responsibility!

This is by far the most difficult to implement and achieve.

Human nature is to resist change and more than a few organizations

 Are all tools readily accessible?

 Is the cleaning schedule adhered to everyday?

 Is cleaning up done every day as part of the

 A process exists for the identification and removal of non-essential

 All employees are performing 5S daily and an audit system is in place.

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