5S CONCEPT CERTIFIED (5SC)

Management and Strategy Institute

AGENDA 1. Quotes
2. Definition – What is
5S?
3. Reasons for the
Introduction of 5S?
4. Waste in
Production and
Office
5. Benefits of 5S
6. Phases of 5S
7. Implementation of
5S
8. 5S and Change
Management
9. Key Personalities
10. Sustainment of 5S
11. Designs /
Implementation
Plans
Everything, which is done orderly,
with measure and according to
rules, generates something good.
Plato (Greek Philosopher)
DEFINITION – WHAT IS 5S?

Japanese philosophy focuses on the effective organization

of the workstation and on standardized work processes

Instrument to design a safe, clean and structured work environment,

to reduce unproductive activities and to improve quality, efficiency and
security

Work process shall be run without interruptions and waste;

searching, long transportation routes and waiting times shall be avoided

Involvement of all concerned employees

DEFINITION – WHAT IS 5S?

Method which is mainly applied in the production area

as well as in the service sector

Order and tidiness are basic requirements for the improvement

of work processes, quality control and employee commitment

Can be used within every division of the organization; e.g., production,

services, administration, data storage, information technology

Visualization of developed standards at the workplace;

differences can be easily recognized by externals and superiors
DEFINITION – WHAT IS 5S?
Transfer of Japanese Terms into English

Seiri Seiton Seiso Seiketsu Shitsuke

Sort Set in ORDer shine standardize sustain
or
Sort out Straighten The work station Visualized Self-discipline to
everything which is completely standards help to maintain order
is not needed at Useful items get cleaned from avoid new and tidiness;
the workplace a defined, scratch disorder every item
labeled and always belongs
permanent place to its defined
place

NOTE: Today, many companies use 6S, 7S or 8S by adding elements such as safety, quality or customer satisfaction
DEFINITION – WHAT IS 5S?
5S DESCRIPTION PRINCIPLES EXAMPLES
Keep only necessary ▪ Review tools, parts and instructions ▪ Obsolete expired procedures
Seiri items at the ▪ Keep only what is essential ▪ Damaged / expired inventory
Sort workplace ▪ Eliminate everything that is non-essential ▪ Outdated / old equipment

Arrange items to ▪ Arrange items in logical order ▪ Excess movement

Seiton promote efficient ▪ Indicate places for each item clearly ▪ Excess transportation
Set in Order workflow ▪ Keep each item close to where it will be used ▪ Over processing
“Straighten” ▪ Over production
▪ Excess inventory
▪ Excess delays

Clean the work area ▪ Initial cleaning of work station, tools and ▪ Dirty tools and equipment
Seiso so facilities ▪ Spills and leaks
Shine that it is neat and tidy ▪ Assign areas of responsibility ▪ Clutter and mess
▪ Return all items or files to their assigned place
▪ Eliminate causes of dirt and interruption
▪ Make cleaning a part of daily work
Set standards for a ▪ Create standards for “Sort", “Set in Order” and ▪ Work instructions
Seiketsu consistently “Shine” ▪ Hazard warnings
Standardize organized workplace ▪ Make standards easy to understand with visual ▪ Equipment / tool labels
controls ▪ Process diagrams
▪ Assign and educate on individual responsibilities

Maintain and review ▪ Measure and monitor processes ▪ Emphasize cooperation

Shitsuke standards ▪ Address root causes and avoid reversion to the ▪ Communicate clearly
Sustain “old ways” ▪ Support innovation
▪ Promote individual feedback and response for
improvements
THE 5S IN PARTICULAR
– SEIRI
Sort out what you do not need:
▪ Decide what you need
▪ Remove unnecessary clutter, throw away all
SEIRI
superfluous items and unrelated materials at the
workplace Sort
▪ All tools and materials must be classified and stored
▪ Remove items which are broken, unusable
or rarely used
▪ Everything else is stored or discarded
THE 5S IN PARTICULAR
– SEITON
Set in order what you need:
▪ Once you have eliminated all unneeded
items, turn to left-over items SEITON
▪ Put everything in its place to store and locate
necessary items quickly Set in Order
▪ Arrange tools, components and instructions or
so that most frequently used items can be easily
located Straighten
THE 5S IN PARTICULAR
– SEISO
Clean work station, machines and tools:
▪ Clean workspace and all equipment,
keep it tidy and organized SEISO
▪ Find and eliminate causes of dirt and grime
▪ At the end of each shift, clean the work
Shine
station and be sure that everything
is put back to its place
THE 5S IN PARTICULAR
– SEIKETSU
Maintain order with visualized standards:
▪ Simplify the maintenance of your system and
cleanliness SEIKETSU
▪ Develop procedures, schedules and practices
▪ Assess usage and disposal of items
Standardize
▪ All employees who execute the same job should
be able to work with the same tools at every
workstation and find all items in the same order
THE 5S IN PARTICULAR
– SHITSUKE
Disciplined compliance with new standards:
▪ Maintain and review standards and
establish them as fixed procedures SHITSUKE
▪ Maintain focus on the new procedure and
avoid dropping back to old habits Sustain
▪ While maintaining the new procedure,
also think of possible improvements
▪ When a suggested improvement, new tool,
new requirement etc. is introduced, review the
first 4S and make corresponding changes
 Quiz

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REASONS FOR THE INTRODUCTION OF 5S
Initial Situation

Undefined responsibilities, e.g.

Short term clean-ups due to Ambiguous guidelines
at interfaces and common
surveys or similar occasions and missing standards
spaces

High expenditure of time

for searching and waiting
5S Obstacles through items
and tools lying around

Spare parts are stored in

Shortage of storage space Search for individual
several work areas and
which is in urgent need not always inventoried workplace solutions
WASTE IN THE PRODUCTION SECTOR

TRANSPORT INVENTORY MOTION WAITING

Moving products from Material / products Extra physical or mental Delays through
one place to another wait in the warehouse motion or bad shortages, stoppages,
without creating value to be worked on ergonomics waiting for machines
and approvals

OVERPRODUCTION OVERPROCESSING DEFECTS INTELLECT

Producing more than More excess value than Error corrections Skills and capacities
customer has ordered the customer requires; and repetitions of employees are not
waste in process fully used
WASTE IN THE ADMINISTRATION SECTOR

LACKING INFORMATION EXTRA INFORMATION INFORMATION TRANSPORT MISTAKES

Inquiries, duplications, Large mailing lists, Double information Rework, lack of

search for files or superfluous copies, (paper and email), lack employee training, lack
persons, defective or information generation of understandability, of quality and safety,
incomplete without assignment, slow internal deficient customer
performance meetings instead of communication, connections, wrong
of tasks telephone conferences decisions by circulation information

WAITING INVENTORY COMMUNICATION

Waiting for information Open offers or orders, Badly synchronized

caused by man or abounded material and processes and
machine, broken aids, double filing, spare interfaces, media
deadlines, waiting for parts breaks, no use of facts
callbacks and data
DIRECT BENEFITS OF 5S
▪ Clean and organized work areas where every tool, ▪ Increase of productivity and efficiency
utensil and subassembly has its defined place
▪ Raises employee satisfaction and removes
▪ Optimized conditions for standardized processes obstacles at work
▪ Creates space and saves time ▪ Flexibility for department specific requirements
▪ Careful use of tools and equipment builds ▪ Makes problems immediately visible
responsibility for work station
▪ Is uncomplicated and quickly leads to significant
▪ Improves quality and eliminates waste results
INDIRECT BENEFITS OF 5S
▪ Creates structures ▪ Complies with agreed standards and rules
▪ Defines explicit fields of responsibility ▪ Basis for the implementation of further concepts
to improve the work performance
▪ Reduces costs, mistakes and accidents
▪ Involves employees and enables them to influence
▪ Improves corporate image their work environment positively
▪ Promotes team spirit ▪ Enables everybody to build and improve a functional
▪ Increases work motivation and tidy working place

▪ Simplifies communication
PHASES OF
THE 5S CONCEPT
PHASE 1 – SORT

Question for all work areas:

“Is this item necessary for this work station and is it regularly used?”

If yes, items remain at their current place.

Items which are only occasionally used are marked.

Obvious trash and items without value are disposed.

What cannot be assigned but shall be stored, is marked with a

 Red Tag and transferred to a quarantine area

Decisions on items in the quarantine area are made later

(e.g., give away, sell, move to other department)
PHASE 1 – SORT
Red Tag – One-Sided

5S RED TAG 5S RED TAG 5S RED TAG

General General General
Responsible Responsible Responsible
Date Date Date
Department Department Department
Item Item Item
Number Number Number

Test criteria Test criteria Test criteria

Not needed Not needed Not needed
Other department Other department Other department
Sale Sale Sale
Defect Defect Defect
Trash Trash Trash

Action Action Action

allgemein allgemein allgemein

PHASE 1 – SORT
Red Tag – Two-sided
Front side Reverse side

5S RED TAG 5S RED TAG

Item / Machine Action to take
Item name: Dispose Keep at place
Part number: Sell Lend out
Quantity of items under this tag: Move to central storage
Move to local storage
Category Return to vendor
Supplier parts Raw material Other
Work in progress Tool
Wear parts IT equipment Details
Production Stationary Date TAG number:
Inventory Other Registered by:
Notes:
Reason for RED TAG
Not required Old / obsolete
Extra Defective
Expired Scrap
Owner? Other
Other
PHASE 1 – SORT
Instruction for Effective Sorting
Does the
DEGREE OF Is this item
item have No
FREQUENCY OF USE STORAGE needed?
No
USE value?

Low ▪ Things you have not ▪ Throw them out

Yes

Yes
used
in the past year ▪ Store them Move to
Straighten
temporary
▪ Things you have not somewhere else & shine
storage
used once in the last
6-12 months

Medium ▪ Things that have been ▪ Store in a central Use in other

used during the last six place Standardize location or
& visualize dispose within 2
month at the workstation weeks

High ▪ Things that are used ▪ Keep items very close

weekly or carry them with
▪ Daily you
Trash
▪ Hourly
PHASE 2 – SET IN ORDER

Work area is organized in such a way that every item

can be easily found

All remaining items get a defined place, which is marked appropriately

Arrangement of items at the work place follows the criteria

of frequency and ergonomics to support ideal workflow

The more often an item is needed the closer it should

be placed at the location where it is used

Seldom used items find their place in larger distance,

e.g. in special closets or boards
PHASE 3 – SHINE

Thorough cleaning of the entire work area, machines

and facilities, plains and floors

Search for possibilities to avoid dirt, dust and disorder in the future

Repairing and painting damaged floors and walls

Afterwards, machines and facilities can be inspected in detail,

to identify new maintenance requirements

Repairing all damaged machines and facilities

Overview on what has to be cleaned, repaired or bought and

how good conditions can be sustained; worked out in groups
PHASE 4 – STANDARDIZE

Development of guidelines that support and organize the cooperation

of departments

Procedure shall counteract backslide into old behavioral patterns

Rules and procedures for order and tidiness are summarized

and visualized in One-Page-Standards (see next slide)

One-Page-Standards display rules and standards to maintain

order and cleanliness with explanations and pictures

They are fixed visible at the related place, e.g. at machines,

boards or work benches and are continuously revised if necessary

It is also important that guidelines are comprehensible

and reasonable for everyone (to avoid mistakes)
PHASE 4 – ONE-PAGE-STANDARD
Person in charge: Work area:

Department: Facility:

Description:

Issued by / Date:
Approved by / Date:
Reference number:
PHASE 4 – STANDARDIZE
Results of this phase are standardized (trans-divisional)
solutions for the following questions:

1. How are clean-ups executed and in which time lags?

2. Which cleaning supplies are used at which working areas?

3. Which guidelines exist to mark places and storage space?

4. Which visual support and checklists can help the continuous

application of those standards?

5. How shall work benches, storages and facilities

be organized permanently?
PHASE 5 – SUSTAIN

Established level of order and cleanliness is verified

A 5S certificate is being awarded as soon as all major

measures of the 5S concept are introduced to one work area

If the desired level is not reached yet, the concerning

5S phases must be repeated

Securing of the sustainability of 5S through regular 5S circles

to evaluate the actual state and to document deviations

Establish an active improvement management which secures

that remarks from the 5S circles are being implemented

Evaluation and realization of further ideas of improvement

IMPLEMENTATION OF 5S
& CHANGE MANAGEMENT
IMPLEMENTATION OF 5S – CONCEPTS
Duration and Binding Components

1 WEEK 5-10 4-6

Compact Implementation
WEEKS MONTHS
Gradual Implementation Organic Implementation

▪ Consequent realization of the 5S phases ▪ Compliance with agreed rules and guidelines
▪ Compliance with the correct order of the ▪ Building a maintenance team to implement
phases repairs and improvement measures
▪ Prompt implementation of the phases ▪ Introduction of One-Page-Standards
▪ Definition of explicit responsibilities, also ▪ Evaluation and visualization of 5S circles
for corridors, storages and meeting rooms
IMPLEMENTATION OF 5S – PLANNING
LEVELS
PROJECT PLAN TO IMPLEMENT 5S PLANNING LEVEL 1
ACTIONS TIME WHAT?
Superior 5S
Development of Month 1 Discuss on top Present to senior Benchmarking:
5S measures management management What do our
implementation plan:
level competitors?
Organizational Month 2 Determination Incorporation of Decision on 5S
Lists all measures,
anchorage of the sponsor 5S coordinator
and other
consultants that are necessary for a
participants successful and sustained
implementation of 5S
Planning and Months 1 and 2 Creating Development of Starting 5S
correct overall plan a detailed plan communication
implementation for single work
areas
Realization of Months 3 to 6 Each department Spreading to Starting 5S in
the phases (depending on starts within other work areas work areas
size of the a pilot area, e.g. (adjustment of
company) production procedure)

Certification and After finishing Awarding 5S Working on Further 5S

introduction of phase 5 certificates and improvements trainings
regular 5S circles incentives;
schedule and 5S
circles
IMPLEMENTATION OF 5S – PLANNING
LEVELS
PLANNING LEVEL 2
WORK PERSON IN
JANUARY FEBRUARY MARCH APRIL MAY
AREA CHARGE Implementation plan
for work areas:
Area A … Shows when
implementation
Area B … in one work area starts and
how long it will take
Area C …

Area D …

Area E …

… …
IMPLEMENTATION OF 5S – PLANNING
LEVELS
WEEK MAIN ACTIVITIES PLANNING LEVEL 3
1 Kick-off and 5S short training with all employees Implementation plan
of the work area
for one work area:
2 Workshop “Sort” (phase 1)
Communicates major
3 Sort with disintegration of quarantine area 5S activities to senior
Workshop “Systematize” (phase 2)
management and
4
employees
5 Implementation of solutions of phase “Systematize”

6 Workshop “Shine” (phase 3)

7 Cleaning and repairing

8 Workshop “Standardize” (phase 4)

9 5S certification and continuation with 5S circles (phase 5)

10 Continuous improvement of order and cleanliness

Monthly 5S circles
IMPLEMENTATION OF 5S – PL. LEVELS

DATE MAIN ACTIVITY TIME PARTICIPANTS PERSON IN PLANNING LEVEL 4

CHARGE
05.01. Kick-off and short 8:00-10:00 Employee … Detailed plan for every
training in area A of the area
work area:
Plans specific activity,
06.01. Workshop “Sort“ 10:00- Employee …
(phase 1) 12:00 of layer 1
concrete time, names of
participants and persons in
… Review “Sort” and … … … charge and commits
liquidation of employees to the
quarantine area
respective tasks

… Workshop
“Systematize”
(phase 2)

… …
5S AND CHANGE MANAGEMENT
Typical Resistances Against the Implementation of 5S

Why clean if everything Order and cleanliness Why do we deal

gets dirty again? do not create value! with such invalidities?

My working place looks

It is already neat and tidy
chaotic,
here!
but I find everything I need!

My working place looks

The deadlines are unrealistic! chaotic,
but I find everything I need!

We don’t need 5S – Other departments We are too busy to

we want to sell! might need 5S, but not us! worry about order!
5S AND CHANGE MANAGEMENT
Criteria for a Successful Implementation
AVOID A COLD START
▪ In turbulent times, employees and managers ▪ Open communication about sense
are skeptical of changes, as they evaluate of 5S leads to more acceptance
reduction of costs and staff more important ▪ Target group oriented information and
than 5S articles in the employee newspaper support
▪ Introduction of 5S must not be mixed up the implementation
with restructuring or rationalizing actions
5S AND CHANGE MANAGEMENT
Criteria for a Successful Implementation
INVOLVE EVERYBODY
▪ 5S is the ideal concept for the production ▪ The introduction of 5S shows the will
sector and ability of several groups to change
▪ Start with 5S in the production ▪ The so-called “freethinkers” who work
department because you will quickly get in innovative departments can be challenging
results
▪ Caution! If administrative areas are not
integrated into the 5S process, there is a risk
that different groups can be created within the
company
5S AND CHANGE MANAGEMENT
Criteria for a Successful Implementation
IMPLEMENTATION AS AN OBLIGATION
▪ Employees recognize how seriously ▪ Profitability calculations or missing feedback
management is about the implementation of concerning proposals may lead to mistrust and
5S or if it is only a PR measure or a hidden cost frustration so that further attempts to improve
reduction are hindered or prevented
▪ Initial proposals for improvement (e.g. back ▪ Especially at the beginning, proposals of
fitting cutleries or hooks) should be employees should be discussed and judged
implemented quite fast positively right at the spot, before adjustments
in the sense of a continuous improvement are
made
5S AND CHANGE MANAGEMENT
CRITERIA 1
Best possible choice of key personalities
CRITERIA 8 CRITERIA 2
Open information and Careful preparation
vivid communication of all management levels

CRITERIA 7 SUCCESS CRITERIA 3

Transparent project targets CRITERIA Regular trainings and
with plausible justifications workshops

CRITERIA 6 CRITERIA 4
Involvement of all affected Sensitive and flexible regulation
parties in developing solutions for different frame conditions
CRITERIA 5
Integration of 5S into day-to-day
business
KEY PERSONALITIES
& PRESERVATION OF 5S
KEY PERSONALITIES
INITIATOR / SPONSOR:
▪ Plays essential role, determines strategy,
schedule and budget
▪ In smaller companies the sponsor is very
often a member of senior management
▪ 5S should regularly be topic at
management meetings to report on
project achievements
and deviations of the original plan
KEY PERSONALITIES
COORDINATOR:
▪ Accompanies and guides the introduction
of 5S
▪ Has good leadership skills, is highly
committed, has a high frustration tolerance
▪ Good abilities in project management and able
to communicate with management and staff
▪ Is assertive and persuasive
▪ Positioning of the 5S coordinator is important:
the higher he is situated in the hierarchy and
the more management functions he is
appointed with, the greater will be his
acceptance
KEY PERSONALITIES
Main Tasks of the Coordinator

Development of 5S implementation plans concerning

contents, budget and schedule

Coordination of all 5S measures

Communication between management and departments

where 5S is to be implemented

Advising department managers, shift supervisors, team leaders etc.

Conception and realization of information events and trainings

KEY PERSONALITIES
CONSULTANT:
▪ Attends introduction of 5S in pilot area
▪ Has to be in-line with involved employees
▪ Hands-on mentality, as main part of 5S
introduction takes place in production field
▪ Offers solutions in workshops on the spot,
demonstrates nearness to work environment
of concerned employees
▪ Supports actively preparations to implement
5S in chosen pilot area
▪ Afterwards, participants should not enlist
consultant too often
KEY PERSONALITIES
MANAGERS:
▪ Department managers, shift supervisors,
team leaders, foremen etc.
▪ Secure integration of 5S into operative
day-to-day business
▪ Realizes simple, comprehensible procedures
and guidelines; watches over their observance
▪ Involvement of all employees into
development of guidelines
▪ Continuous improvement of guidelines
KEY PERSONALITIES
STAFF:
▪ In the focus of all efforts, actively involved
in all phases of 5S
▪ Proposals of the employees are applied
within the day-to-day business
▪ Greatest benefits of 5S through:
 Organization of work place
 Assertion of proposals for improvement
 Clean and functional work environment
 Increased collaboration with other
departments
 Personal development potentialities
 Quiz

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SUSTAINMENT OF 5S
5S as a Long-Term, Holistic Approach

UNDERSTANDING TRAINING
5S needs to be trained until For new employees, the 5S
every employee has understood coordinator and his team execute
and internalized the concept and introduction programs or
principles of 5S intensive trainings on the spot

ROLE MODEL IMPROVEMENT

Important that persons in charge Meetings, workshops and 5S
and 5S coordinator with his team circles to continuously develop
always act according to 5S standardizations and
principles in their work areas improvements
SUSTAINMENT OF 5S
5S Circles

▪ 5S circles are used to

evaluate the application of OBJECTIVES
newly learned processes
in the work areas
OF 5S CIRCLES
▪ Securing high standards
▪ At the beginning
of order and cleanliness
fortnightly; the more 5S

5S
becomes habit, the larger ▪ Motivation of all
will be the intervals of the employees
circles ▪ Creating organized and
▪ Evaluation sheets standardized work areas
document deviations and ▪ Involvement of all
improvements in the employees in the new
particular work area working culture
▪ Results are posted visible ▪ Work on continuous
for everyone on public improvements
information boards
DESIGNS &
IMPLEMENTATION PLANS
DESIGN

SORT SET IN SHINE STANDARDIZE SYSTEMATIZE

Keep only ORDER Clean the work Set standards for a Maintain and
necessary items Arrange items to area so that it is consistently review standards
in the workplace promote neat organized
efficient and tidy workplace
workflow
DESIGN
Sort

PRINCIPLES EXAMPLES

▪ Review tools, parts and ▪ Obsolete / expired

instructions procedures
▪ Keep only necessary ▪ Damaged / expired
items in the workplace inventory
▪ Eliminate anything that ▪ Outdated / old
is non-essential equipment
DESIGN
Set in Order

PRINCIPLES EXAMPLES

▪ Arrange items in logical ▪ Excess movement

order ▪ Excess transportation
to promote efficient
work flow ▪ Over processing
▪ Indicate places for each ▪ Over production
item clearly ▪ Excess inventory
▪ Keep each item close to ▪ Excess delays
where
it will be used ▪ Defects
▪ Clear marking with
terms
and colors
DESIGN
Shine

PRINCIPLES EXAMPLES

▪ Make cleaning part of ▪ Dirty tools and

daily work equipment
▪ Assign areas of ▪ Spills and leaks
responsibility ▪ Clutter and mess
▪ Return all items or files
to their assigned place
▪ Basic cleaning of work
station, tools and
machines
▪ Eliminate sources of
impurities and
contamination
DESIGN
Standardize

PRINCIPLES EXAMPLES

▪ Create standards for ▪ Work instructions

“Sort”, ▪ Hazard warnings
“Set in Order” and
“Shine” for a ▪ Equipment / tool labels
consistently organized ▪ Process diagrams
workplace
▪ Make standards easy to
understand with Visual
Controls
▪ Assign and educate on
individual
responsibilities
▪ Plans for cleaning,
maintenance and work
procedures
DESIGN
Systematize

PRINCIPLES EXAMPLES

▪ Monitoring and ▪ Strengthen cooperation

measurement of the ▪ Clear communication
process
▪ Support new ideas
▪ Daily practice routine is
5S
▪ Consistent compliance
with the practice of the
first four "S"
▪ Avoid relapse into old
habits
▪ Encourage feedback and
suggestions for
improvement
DESIGN
Stairway Chart

SUSTAIN

Maintain with
STANDARDIZE self-discipline

Visualization of
SHINE new standards
Initial cleaning
SET IN ORDER of the work
place
Put items in
SORT logical order

Sort out
unneeded items
IMPLEMENTATION PLANS
Implementation Plan for One Work Area
LEVEL SORT SET IN SHINE STANDARDIZE SUSTAIN
ORDER
Original State
0 Points     
Rudimental
Implementation
1 Point
    
Visible Implementation
2 Points     
Good Implementation
3 Points     
Perfect Implementation
4 Points     
Points per Phase
    
Maximum possible points: 20 Current points:
IMPLEMENTATION PLANS Section:

Implementation Plan for One Phase in One Work Area Date:

Examiner:

Points
„S“ Examined Area Explanation Notes
0 1 2 3 4 5
Working materials and Is there any idle working, cleaning
items or measuring material?
X

Machines and Are there any unused or defect

equipment machines or production facilities?
X

Tools and spare parts Are there any unneeded tools

X
SEIRI (Sort)

or spare parts?
Papers and documents Are there any unessential or Exp.: Papers are from last year
obsolete papers, information or X and must be revised urgently
documents?
Work place Are there personal things at the
work place? (e.g. lunch box,
thermos jug, magazines, radios
X
etc.
Total points (phase 1) 14

Average points (Exp.) 2,8 Target: 5,0

0 Points = worst implementation, 5 Points = best implementation – Repeat inspection for all 5S phases and figure out total points!
5S Training Complete

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