1. THE 5S SYSTEM

2. The Flow
 Introduction to the system
 Elements of 5S system
 Case Study

3. Introduction to the System
 The original concept of 5S was developed
by Takashi Osadka during the early 1980s
 The 5S system is designed to create a
visual workplace—that is, a work
environment that is self-explaining, self-
ordering, and self-improving.
 Fundamentally, 5S is a housekeeping
technique that enables orderly and neat
management of items for ensuring their
immediate retrieval.

4.  In a visual workplace, the out-of-standard
situation is immediately obvious and
employees can easily correct it.
 Used for achieving:
 Continuous quality improvement
 Faster Services
 Waste Elimination
Introduction to the System
contd.

5. What 5S can Do?
 Improves profits, quality and safety
 Reduces wasted time and materials
 Reduce lead time and cost
 Improves efficiency and morale of
workers
 Simplifies work environment

6. Why 5S?
 Impact on Safety
 Help us identify and eliminate waste
 Low cost and high impact/aesthetic
value
 Faster services

7. The 5S Elements
The 5S is a deceptively simple system
comprising the following system
 Seiri (Sort)
 Seiton (Set in Order)
 Seiso (Shine)
 Seiketsu (Standardize)
 Shitsuke (Sustain)

8. 5S Elements

9. S1—Sort (Seiri)
 If in doubt, throw it out. --Red-tagging rule of
thumb
 The first principle of visual order is to sort out what
you don't need
 The workplace can get overrun with stuff—parts,
work in process, scrap, jigs, storage shelves, bins,
filing cabinets, documents, desks, chairs, racks,
cabinets, phones, packaging material, tools,
machinery, equipment, and so on.
 Piles of stuff accumulate and impede the flow of
work. Hassles increase, and long lead times
become chronic.

10. S1—Sort (Seiri)
 Learn how to identify and eliminate waste
 Organize your business
 Learn fundamentals for future efforts

11. Red Tagging
 Define what you need to meet your production
objectives and clear out everything else.
 The key S1 tool is red tagging.
 The red tag is a simple tag containing the following
information:
 Item classification.
 Item ID and quantity.
 Reason for red tagging.
 Work section.
 Date.
 Red tags are attached to unneeded items during the
sort phase of 5S.

12. S2—Set in Order (Seiton)
 A place for everything, and everything in its
place. --------Proverb
 Now we are ready to organize what's left so as
to minimize wasted motion.
 How do we place our machines, tools, storage
shelves, and so on, to reduce the muda of
motion?

13. While doing Seiton keep in
mind
 The right location where the things will be
used.
 FIFO (First in First out) arrangement.
 Labeling of the area and the equipment is very
important.
 Keep proper gaps between two things to avoid
confusion

14. Consequences of not following
Seiton
 Things are seldom(Rarely) available when
needed
 Items get lost
 Items get mixed up
 Visual control not possible
 Failure to achieve targets

15. S3—Shine (and Inspect)
 Nothing raises your team's spirit like a clean,
well-ordered workplace. Nothing depresses
the spirit more than a bleak, filthy workplace.
 What is our standard? Our 5S team has to
decide:
 What to clean?
 How to clean?
 Who will do the cleaning?
 How clean is clean?

16. S3—Shine (and Inspect)
 Cleaning responsibilities and schedules should
be prominently posted.
 Team members should sign off on the sheets
when they have completed their cleaning
schedules.
 Make "5S-minute cleaning" a part of each job.
This enhances ownership and mutual respect
among your team members.
 We want our team members to feel that, "This
is my work area and my machinery and I am
going to take care of it."

17. S3—Shine (and Inspect)
 S3 also means inspect. Your production team
members need to regularly check the condition of
their equipment.
 Train them so they can recognize minor changes
in sound, smell, vibration, temperature, or other
telltale signs.
 Develop inspection check-sheets for machinery to
support this activity.
 Finally train your team members to solve the root
cause of cleanliness problems.
 Why are the chips there? What is causing that
leak? How can we prevent these dust emissions?

18. While Doing Seiso, keep in
mind:
 Cleaning should be done regularly.
 Use the best cleaning agent .
 All the nooks and corners should be cleaned.
 Keep all the labels intact.
 All the labels should correct, visible and legible
to all.

19. Consequences of Not Practicing
Seiso:
 Performance of machines deteriorates.
 The quality/aesthetic quality deteriorates.
 Dirty place is unpleasant and hazardous to
health.
 Sends uncaring and irresponsible message to
the team members and society at large.
 People working at dirty areas are generally
found to have low desire to excel and their
motivation level is low.

20. S4—Standardize (Seiketsu)
 We have achieved a good condition: a clean
well-ordered workplace that speaks to us.
 But things tend to fall apart. This is the second
law of thermodynamics (or Murphy's Law).
 We must develop and apply standards for S1
to S3. Then, develop standards for how we do
our work. This is standardized work, our
playbook, so to speak.
 The best standards are clear, simple, and
visual.

21. While doing Seiketsu keep in
mind
 The standards should be arrived at
unanimously.
 Always keep the standards flexible to changes
and improvements.
 Standards should be known to all and
displayed.

22. Consequences of not following
Seiketsu :
 Dual standards yield multiple results.
 Multiple results lead to conflicts and
confusions.
 Rework increases.
 Rework increases the basic cost of the
finished product without any value addition

23. The Essence of Seiketsu
 It is the proof that 3-S (SEIRI, SEITON,
SEISO) are being religiously carried out.
 It is the barometer which indicates the control
level based on the 5-S of all the workers.

24. S5—Sustain (Shitsuke)
If you are disciplined. :
 Rules will always be followed.
 Laid down targets will be achieved.
 Improvements will be promoted .
 The no. of defects will be reduced.
 The cost will not increase.

25. How to practice Shitsuke
 Train all team members on 4-S.
 Correct wrong practices on the spot.
 Punctuality is the backbone of 5S.
 Follow work instructions.

26. 5S Promotion and
Communication
Here are some 5S promotional ideas:
 5S Report boards.
 5S Catch of the month.
 5S Slogan or Logo Contests.
 5S core group

27. 5S Case Study: XXX
 Case Study is based on ABC Section,
Production Division, XXX
 Based on observations during Summer Intern

28. Case Study
 Seiri (Sort):
 Waste/Reusable papers were kept in boxes in the
office.
 Boxes for used & reusable safety equipment were
different with markings over them.
 Nonconforming parts produced were kept in one
specific corner
 Seiton (Set in order):
 All tools were classified according to their shapes &
uses.
 Similarly, in Die maintenance & Storage area, Dies
were stored according to the frequency of use.

29. Case Study
 Seiso (Shine and Inspect)
 A conveyor belt ran below the presses to carry
scrap metal coming from trimming presses.
 Vendor bore the responsibility for the proper
cleaning of shop floor.
 Seiketsu (Standardise)
 All dies were colour coded according to model.
 The die storage are was also colour coded.
 The dustbins were colour coded according to type
of waste as Biodegradable/Non-Biodegradable.

30. Shitsuke (Sustain)
 Posters were pasted near
the working area
 Depicted consequences
of not following 5S

31. All images downloaded from internet