5s Training PDF

5S
Training Manual
July 2008 Stanadyne Business System

5S

Training Outline
• Introduction
• Meaning of 5S
• Benefits of 5S
• Keys to Success
• Implementation
1S – Sort
2S – Straighten
3S – Shine
4S – Standardize
5S – Sustain

Introduction
Objective:
The objective of 5S is to create a
company culture which perpetuates a
neat, clean, efficient workplace
• Named for 5 Japanese words:

– Seiri, Seiton, Seiso, Seiketsu, and Shitsuke
• Originated at Toyota in 1950’s
• We use 5 English words with similar meanings to make the program
easier to remember and understand
– Sort, Straighten, Shine, Standardize, and Sustain
• 5S is a disciplined approach toward “Work Life”

Introduction
• 5S is foundational to continual improvement and a manufacturing

strategy based on “Lean Manufacturing” (waste removing) concepts.
• Reduces clutter
• Reduces the time it takes to look for tools and equipment
– “A place for everything and everything in its place”
• Creates a clean, neat workplace for employees
• Improves how the operation appears to customers – always be
“tour ready”
• Creates pride in the workplace

Introduction
Sort Clearly distinguishing between what is needed and

kept and what is unneeded and thrown out
Straighten Organizing the way we keep necessary things,

making it easier for anyone to find and use them
Shine Keeping the floors swept, machines and furniture

clean, and all areas neat and tidy
Standardize Making improvements to help maintain the

standards of the first three S’s
Sustain Achieving the discipline or habit of properly

maintaining the correct 5S procedures
6

Meaning of 5S
• Understand what stuff is
• Critically evaluate all items in the workplace and determine which
items are really needed for daily work
• Keep only what we really need
• Throw out what we don’t need
• Applies to everything, not just supplies and material

Meaning of 5S
• “Sorting” must be done first so we only organize things we need

• Organize each of these items
– Locate them where they are most needed
– Know where to return items when not in use
– Identify items and their storage areas
• Anyone should be able to understand the order of things at first
glance – “Make it obvious!”
• The entire workplace should be organized to achieve waste-free
flow

Meaning of 5S
• Make things clean and tidy

– Sweeping floors, get rid of trash, clean the area…
– Thoroughly clean machinery, tools, computers and furniture
(file cabinets, desks, etc.)

Meaning of 5S
• The first three S’s have been done

– We have sorted and kept only the needed items
– All needed items have been organized, identified and placed
where needed
– All equipment and areas are clean and orderly
• Standardization means maintaining and improving the first three
S’s
– Eliminate causes of dirt, leaks, and spills
– Create systems and make physical changes to the
environment to keep things need and organized
• Develop standard procedures for cleaning, organizing and
maintaining all works areas
• Remember that standards are the basis for improvement
10

Meaning of 5S
• We must develop a habit of cleaning, organizing, and keeping

unnecessary items out of each area
• Create a “management standard work” to ensure that 5S becomes a
sustainable habit – with checklists, audits, etc…
• Everybody must share the attitude that cleanliness and orderliness
are critical as a starting point in the development of continuous
improvement initiatives and activities
• This can not be a one time effort – it must be done on an on-going
basis
11

Benefits of 5S
¾ Reduced Waste
¾ Improved Safety
¾ Ease of Maintenance
¾ Higher Quality
¾ Improved Profitability
12

¾Reduce Waste
Wastes to be reduced or eliminated:
• Work-in-process (WIP) • Defects

• Inventory • Non-value
• Handling waste • Waiting
• Wasted space • Excess motion
• Searching • Transportation
• Unneeded equipment, • Other Wastes:
furniture – Untapped human potential
• Overproduction – Inappropriate systems
– Wasted utility resources
– Wasted materials
13

¾Improve Safety
• Mechanical failures and hazards are easier to detect and fix

• Uncluttered aisles and work areas
• Clean floors are safer
• Wrong tools are not used
• Fewer hazards – proper storage
• Well marked, easy to locate fire and safety equipment
14

¾Ease of Maintenance
• Cleaner equipment means longer life

• Proper location of correct tools for each job means that the wrong
tools won’t be used
• Clean machines make it easier to spot leaks and small problems
before they become serious problems
• Discipline increases daily attention given to machines
15

¾Higher Quality
• Proper, well-located tools reduce defects
• Organized gauging ensures quality checks are done properly
• Bad parts are easier to spot and keep segregated in clean
environments
• Employees pay more attention to the process, tools, and area
• Pride in ownership of an area translates into pride in ownership of
the product made
16

¾Improved Profitability
• Organized work cells eliminate wasted time
• Improved machine performance and gauging means fewer defects
• Reduced downtime due to earlier recognition of problems means
more profits
• Improved morale increases productivity
• Impressed customers leads to more sales!
17

Keys to 5S Success
¾ Commitment
¾ Understanding
¾ Involvement
¾ Improvement
18

¾Commitment
• Top management must understand 5S and commit to achieving
each step and then supporting the “management standard work”
• Supply costs and Kaizen time must be viewed as an investment in a
better workplace
• Remember that 5S is the foundation for all other lean improvements
19

¾Understanding
• It is much easier to follow the lead when you understand the

reasons
• Hold meetings to explain 5S events and answer all questions in a
positive manner
• Thoroughly explain the procedure before starting any 5S activities
20

¾Involvement
• Each employee must be encouraged to feel ownership of his or her

area
• Everyone plays a critical role in implementing the 5S strategy
• Team meeting discussions on methodology of 5S help bring
members to a common understanding of the issues
• 5S is not a program or event – it is a cultural change – a never-
ending effort
• Make sure everyone is involved
21

¾Continuous Improvement
• 5S is the foundation for improvement

• 5S must be maintained to have a strong foundation for Kaizen
• 5S is the important basis for true visual management
• Small 5S improvements will lead to plant-wide quality improvements
22

5S Implementation
Standardize Sort
Kaizen to maintain Keep only
first 3 S’s what we need
Sustain
Discipline to
maintain 5S
Shine Straighten
Clean the Organize area and
work area needed items
23

Sort
Purpose:
To sort through all items in a work
area, eliminate all unneeded items,
and decide what is truly needed.
24

Red Tag Strategy
Step 1 Initiate First Round of Red Tagging
– Select the Kaizen team
– Members should be from the area as well as from
“outside”
– Appoint a team leader
Step 2 Identify Red Tag Targets

– Inventory, equipment, supplies, tooling, space
– Office areas are not exempt from red tagging
Step 3 Define Red Tag Criteria

– Determine what criteria will be used to distinguish a
needed item from an unneeded item
– Example: Save only the items needed to make next
week’s or next month’s production schedule
25

Red Tag Strategy
Step 4 Conduct Red Tag Session
– Explain Red Tag criteria to teams
– Ensure a good cross-section of people tagging items to
prevent “I might need that”
– Red Tag entire area as rapidly as possible
– Move all tagged items to a “red tag area” nearby (and
clearly defined as such)
– Post red tag “receipts” on a flip chart board in the cell
Step 5 Evaluate the Red Tag Targets

– Review material which has been red tagged
– Dispose of truly unnecessary inventory, equipment and
other items – THROW IT OUT – FOR GOOD!!!
– Teams may retain material which has been mistakenly red
tagged if they can justify it to the team and organize it…
– Discard any material which is still tagged after a pre-
determined time (One week – maximum one month?)
– All Red Tags must be completed and returned 26

Sample Red Tag
27

Red Tagging
Helpful Hints
• Record information about all tags used on a Red Tag Log so
that dispositioning can be tracked easily (sample at end of
manual)
• Make sure everybody understands what is to be red tagged and
why
• Discourage people from being defensive
Be fair – all areas get tagged!
• Don’t red tag people
• Don’t compromise; If in doubt, throw it out!
• Necessary items can be tagged if improvements are known or
suggested
• Do not put multiple tags on any one object
28

Straighten
Purpose:
To create simple, visual order for all
necessary items so that they may be
kept and used in the most efficient
manner possible.
29

Signboard
Strategy
Step 1 Determine Locations

– Consolidate necessary items
– Decide where items belong to best support work
– Focus on getting items as close to point of use as possible
Step 2 Prepare Locations

– Decide on storage method to be used
– Remember function and 5S guidelines
– Kaizen storage methods for ease of use
– Evaluate all containers – minimize size
Step 3 Indicate Locations

– Make signboards and hang in proper locations to indicate where
items belong
– See sample pages for types of signboards
30

Signboard
Strategy
Step 4 Indicate Item Names

– Make signboards which clearly show
• The name of the item and any identification numbers
• The address of its storage location
Step 5 Indicate Amounts

– Signs should show how many pieces of a particular item should
be on hand
– Each indicator should define at least the minimum and
maximum amounts
31

Straightening Examples
Visual filing system for daily

inspection reports
32

Incoming / Outgoing part inspection rack for metrology lab at SCC 33

Color-coded floor markings for machines and scrap bins
34

35

Before After Improvements

Improvements
- - Traffic
Traffic lineline
- - Direction
Direction indicators (keep left)
- indicators (keep
Hatch pattern for Human
left – in India!)
crossing
- Hatch pattern for

human crossing
36

- Safe grinding wheel

storage
- Easy accessible
- Identification
- Common place to
keep
37

- Type of fire &

chemical powder
displaced
- Information of
application where to
be used available
38

- Color coded for oil
types
- Same color code on
machine oil tanks to
ensure right oil used
- Available right shop
floor in accessible
distance
- Long travel time
from shop to oil
store reduced
39

Assembly bench with just what is needed and very little “extra space”
40

Shadow Boards
Purpose:
Shadow boards are used to indicate proper location of tools, gages,
and other items needed for a job.
Outline
• These are the simplest form of shadow graphs, often simply boards
conveniently mounted for accessibility to the tools, with outlines of the tools
painted on the board.
Relief
• Another variation of shadow board
• Relief boards have contours milled into the wood or plastic
• Providing the shape recognition of an outline, with added security for the
tools
• Best if mounted at an angle to prevent placing anything else there
Use yellow for tools & standard items, and blue for gauges / quality stations
41

Shadow Board Examples
In-process gauging shadow boards

Can be improved by placing them on an angle…. Why?
42

Shadow Board Examples
Before After (Gauge shadow board)
Improvements :
- Partition between gauge
- Easy Identification
- Prevents damage 43

Shadow Marking and Painting
Floor markings are a variation of shadow graphing, again used to indicate
proper location of inventory, forklifts, machines, furniture, etc.
Two principles methods:
– Vinyl tape
• 3M 471 or equivalent tape for floors and other markings
• Available in the 5 primary colors
– Paint
• Avoid paint striping unless you’re sure – hard to change!
• Paint signboard, shelves, racks, other items the right color
• All machines should be painted very light – preferably white - colors
Consider: Durability versus Flexibility
Choose where you mark carefully! Don’t just trace around trash!
44

Signboard Strategy - Implementation
Helpful Hints
• Use large lettering to make signs visible from a distance
• Use standard size signs
• Use color-coded backgrounds for clarity (see standards)
• Do signboarding as soon after sorting as possible
45

Straighten – Storage Methods
• FIFO (First In – First Out)
Workstation
3
2 1
IN
OUT
2 1
46

Liveliness of Material
• Reduce wasted time and motion In Transit
• Why are skids and bins the same?

• How would this apply in Loaded in cart
an office area?
Loaded in bin or on skid
Loaded in box on floor
47
Piled on floor
Purpose:
To create simple, visual order for all necessary items so that they may be
kept and used in the most efficient manner possible.
Stage 0 Total Disorder

Stage 1 Items Kept In Easy-To-Understand Groups
(i.e. – by function or by machine)
Stage 2 Visual Indication of Location
(shadow boards, color coding, indexing)
Stage 3 Simple Orderliness – Known By Heart
(tools at arm’s reach, easily replaced due to enlarged
dimensions)
Stage 4 “Just Let Go” Orderliness
Stage 5 Elimination Of Items
Food for thought: What would a “Stage 5” screwdriver be?
48

Standard Color Code
Purpose: Identify critical items, parts and areas within Stanadyne with
common colors to allow any employee or visitor to easily
understand production in each in each of our facilities.
Safety Safety equipment / First Aid / Safety Posters, notices
Quality Inspection points / Quality instructions / Gaging
Standards Operation standards / Location marks / Good part storage
Defects Scrap / Non-conforming material
Maintenance Repair tools / TPM materials / Machinery

49

Visual Management
• Not really part of “5S”, but related…

• Key is to manage everything easily and visually at a glance
• Call attention to “abnormal” or “problems” only
50

Shine
Purpose:
Thoroughly and completely clean the
area to get it to an initial state of
“like new” cleanliness
51

Shine
• Ensure bright lighting of all areas
• Have areas cleaned by those that work there
• Keep in mind: How did this get dirty?
• Ask
Fix problems at the source, don’t just stop a symptom.

Ask why the item leaked, broke, etc.
Design or change the item to prevent recurrence. 52

Shine
Everything must be really scrubbed clean!

• Machines (all sides – all around)
• Signs, lights, tables….
• Floors need special attention
• Cabinets
• Tools, gauges, and all items left during the “sort” phase
Have all the cleaning supplies you need

Just have to get in and do it – no shortcuts to this step!
53

Cleanliness
Like the “new car smell”, we want the

“New Factory Look!”
54

Standardize
Purpose:
Identify sources of dirtiness and
disorganization at the root cause and
solve them to make it easy to maintain
the new order
55

Standardize
• Make sure all areas have plenty of light

• Eliminate any extra shelf or bench space
– Horizontal space accumulates junk!
– Pay attention to bottom shelves of benches
• Eliminate any unseen areas where things can hide
– Remove or make cabinet doors transparent
– Minimize use of drawer cabinets
• Fix and contain leaks, overspray and dust from machines during
operation
– Contain coolant to the smallest possible area
– Try to eliminate all oil pans and absorbent towels / tubes
56

Sustain
Purpose:
Establish “standard work” to monitor
and encourage keeping good 5S habits
57

Sustain
• Use the 5S Patrol Check Sheet to evaluate areas

– Work team should do this weekly
– Rotate team members so everyone get a turn to audit the area
– Supervisors should review the audit once done and point out any
areas of improvement
– Plant management should check each area at least monthly
– Identified problems must be recorded on a kaizen newspaper to be
fixed, or fixed right away
• Use visual management to show 5S results
– Post the current 5S audit sheet on the cell visual board
– Post the appropriate 5S wheel sections to reflect area scores
• Be proactive - focus on continuous improvement
58

Sustain
• Create long-term cultural change – it takes time to build good habits

• Remember that people follow examples (good and bad!)
• Consistent priorities come from understanding the value of the 5S
work life
• Everyone has to accept 5S as a personal goal
59

“5 Why” is your most
important tool
5S is the foundation
for KAIZEN
Visual management
is ultimate goal
It’s up to you!
60

Attachments
• Sample Red Tag

• Sample Red Tag Register
• Color Code Standard
• Sample 5S Patrol Check Sheet
61

Sample Red Tag
62

63

Standard Color Code
Purpose: Identify critical items, parts and areas within Stanadyne with
common colors to allow any employee or visitor to easily
understand production in each in each of our facilities.
Safety Safety equipment / First Aid / Safety Posters, notices
Quality Inspection points / Quality instructions / Gaging
Standards Operation standards / Location marks / Good part storage
Defects Scrap / Non-conforming material
Maintenance Repair tools / TPM materials / Machinery

64

65

START YOUR ENGINES
AND DON’T STOP UNTIL YOU CROSS THE FINISH LINE
Standardize
Sort
Shine
Straighten
Sustain
66

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5S

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

• Named for 5 Japanese words:

July 2008 Stanadyne Business System

• 5S is foundational to continual improvement and a manufacturing

July 2008 Stanadyne Business System

Sort Clearly distinguishing between what is needed and

Straighten Organizing the way we keep necessary things,

Shine Keeping the floors swept, machines and furniture

Standardize Making improvements to help maintain the

Sustain Achieving the discipline or habit of properly

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

• “Sorting” must be done first so we only organize things we need

July 2008 Stanadyne Business System

• Make things clean and tidy

July 2008 Stanadyne Business System

• The first three S’s have been done

July 2008 Stanadyne Business System

• We must develop a habit of cleaning, organizing, and keeping

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

Wastes to be reduced or eliminated:

• Work-in-process (WIP) • Defects

July 2008 Stanadyne Business System

• Mechanical failures and hazards are easier to detect and fix

July 2008 Stanadyne Business System

• Cleaner equipment means longer life

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

• It is much easier to follow the lead when you understand the

July 2008 Stanadyne Business System

• Each employee must be encouraged to feel ownership of his or her

July 2008 Stanadyne Business System

• 5S is the foundation for improvement

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

Step 2 Identify Red Tag Targets

Step 3 Define Red Tag Criteria

July 2008 Stanadyne Business System

Step 5 Evaluate the Red Tag Targets

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

July 2008 Stanadyne Business System

Step 1 Determine Locations

Step 2 Prepare Locations

Step 3 Indicate Locations

July 2008 Stanadyne Business System

Step 4 Indicate Item Names

Step 5 Indicate Amounts

July 2008 Stanadyne Business System