5 S Training Handouts

CONTENTS
Need for 5S...............................................................................................................................1
Introduction to 5S ....................................................................................................................1
Step I of 5S SEIRI - Removing unwanted items - Sort........................................................1
Definition.................................................................................................................................1
Key to doing SEIRI! ................................................................................................................1
Why? ......................................................................................................................................1
Steps to doing SEIRI..............................................................................................................2
Step II of 5S SEITON - Arranging properly- Set in order....................................................3
Definition.................................................................................................................................3
SEITON Why?........................................................................................................................3
Steps to do SEITON...............................................................................................................4
Identifying location - Signboard Strategy ...............................................................................5
Identifying location - Painting Strategy...................................................................................5
Identifying location - Colour Coding Strategy ........................................................................5
Step III of 5S SEISO - Shine ...................................................................................................6
Definition.................................................................................................................................6
Why? ......................................................................................................................................6
Steps to do SEISO .................................................................................................................6
Spic & Span............................................................................................................................7
Step IV of 5S SEIKETSU - Standardise ................................................................................8
Definition.................................................................................................................................8
Why? ......................................................................................................................................8
Steps to do SEIKETSU ..........................................................................................................8
Step V of 5S SHITSUKE - Sustain.........................................................................................8
Definition.................................................................................................................................8
Why? ......................................................................................................................................9
How to implement Shitsuke ?.................................................................................................9
Tools and Techniques for Shitsuke........................................................................................9
What do we Evaluate?.............................................................................................................9
Advantages of 5S...................................................................................................................10
Evaluation of 5S.....................................................................................................................10
Radar Chart..........................................................................................................................10
Checkpoints..........................................................................................................................10
Critical Factors/Steps in Implementing 5S .........................................................................11

Published by
UNIDO Handtools Project
55, Lodi Estate, P.O. Box No. 3059, www.handtoolsindustry.com
New Delhi 110003, India
 5 S Training Handouts

5 S Training Handouts

Need for 5S
1. For better performance on the shop floor
2. Information about the changing environment
3. Platform to share ideas, innovation, & various aspects of work
4. To improve the effectiveness and efficiency via continual improvement

Introduction to 5S
What is 5 S?

5 S is a step- wise method to

• Remove unnecessary items
• Reduce the searching time of the items
• Inspect while cleaning
• Standardize arrangement to avoid misplacing
• Self discipline

Elements of 5S
• Seiri - Sort
• Seiton - Set in Order
• Seiso - Shine
• Seiketsu - Standardise
• Shitsuke - Sustain

Step I of 5S
SEIRI - Removing unwanted items - Sort
Definition
SEIRI means that you remove all items from the workplace that are not needed for current
production / operations

Key to doing SEIRI!

• Do not throw out only those items which you are sure you will not need
• Do not only arrange all the items into neat patterns
Why?
• The factory becomes extremely crowded and hard to work in.
• Lockers, shelves and cabinets for storage get in the way of communication
• Time is wasted in tools, parts searching
• Excess Stock hide production problems

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 5 S Training Handouts

• Unneeded items and equipment make it harder to improve process flow Done with
the objective of saving and recovering space

Steps to doing SEIRI

What to do Who does it?
1. Identify the coordinator CEO
2. Identify the zones Coordinator
3. Identify the Zonal coordinator CEO/Co-ordinator
4. Identify the Red tag holding area Co-ordinator
5. Define the Red Tag Co-ordinator
6. Establish Criteria for red tag CEO/Co-ordinator
7. Establish frequency for doing red tag CEO/ Co-ordinator
8. Do the red tag All persons
9. Identify the Review Committee CEO
10. Review the Red Tagged Items Review Committee

ZONES
• The company to be divided into several small zones to include every inch of space
in the company (incl Work area, office area, Security cabin, canteen, toilets, garden,
etc)
• Each zone to have a zonal coordinator

Red Tag Holding area

This is an area set aside for use in storing red-tagged items that need further evaluation
(Why-It gives you a safety net between first questioning whether something is needed, and
actually getting rid of it)

Red Tag
Red Tag can be a paper tag with the following information
• What is the item?
• How much Quantity?
• Why is it removed out (damaged, excess, etc)?
• What is approx value?
• Section from where the item is removed?
• Establish the frequency of doing red tag

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 5 S Training Handouts

Red Tag Targets

Red Tagging
The best way to carry out Red-Tagging is to do the whole target area quickly

RED TAGGING SHOULD BE A SHORT AND POWERFUL EVENT

Step II of 5S
SEITON - Arranging properly- Set in order
Definition
SEITON means that you arrange needed items so that they are easy to use and label them
so that anyone can find them and put them away

A PLACE FOR EVERYTHING & EVERYTHING IN ITS PLACE

SEITON Why?
SEITON is important because it helps eliminate many kinds of waste in the workplace
• Motion Waste – Person sent to find cart searched full factory
• Searching Waste – No one can find the key to the tool cabinet
• Waste of Human Energy – Frustrated operator gives up searching for template after
two hours
• Waste of Excess Inventory – Desk drawers are full of papers and stationary
supplies
• Waste of defective products – Items not kept back in the same location so operator
picks up wrong piece for assembly
• Waste of unsafe condition – Boxes of material kept in the walkway, causing
someone to trip and get injured

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 5 S Training Handouts

Steps to do SEITON
Step 1 -SEITON
Step A–Deciding Appropriate location
1. Principles of Storing jigs, tools, dies to eliminate waste
2. Principles of motion economy to eliminate waste
3. 5S Map to decide location

Step B–Identifying location

1. Signboard Strategy
2. Painting Strategy
3. Colour coding Strategy
4. Outlining strategy

Deciding appropriate location

Principles of Storing Jigs, tools, Dies for waste elimination
1. Locate the items in the workplace according to their frequency of use
• Place frequently used items near the place of use
• Store infrequently used items away from the place of use
2. Store items together if used together, and in sequence if used in sequence.
3. Devise a “Just let go” arrangement for tools (eg. suspend the tools)
4. Make storage space larger than the item so that easy to put back
5. Eliminate the variety of jig, tools and dies by creating multi function jigs, tools and
dies.
6. Store tools according to function or product based on the type of usage

Deciding appropriate location

Principles of Motion Economy for waste elimination
• Start and end each motion with both hands moving at once
• Both arms should move symmetrically and in opposite directions
• Keep trunk motions to a minimum
• Use gravity instead of muscle
• Avoid zigzagging motions and sudden change in direction
• Move with a steady rhythm
• Maintain a comfortable posture with comfortable motions.
• Use the feet to operate on and off switches for machines
• Keep materials and tools close and in front
• Arrange materials and tools in the order of their use.
• Use inexpensive methods for feeding in and sending out materials
• Stand at a proper height for the work to be done
• Make materials and parts easy to pick.
• Make handles and grips in easy to use and efficient shapes and positions
• Operator returns tool without having to step back or look
• Tools Kept Close at Hand and Stored in the Order Used

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 5 S Training Handouts

Deciding appropriate location - 5 S Map

Steps in making a 5 S Map
1. Make a floor plan or area diagram of the study area
2. Draw arrows in process flow sequence. For every operation there is one arrow.
3. Search for areas of waste based on principles shown earlier.
4. Make new 5 S map. Draw arrows again. (Use several iterations till most efficient one
is reached)
5. Find out the feasibility and time period to make the layout change
6. Implement the new layout by moving parts, tools, machines etc.
7. Continue to further improve the layout

Identifying location - Signboard Strategy

The signboard strategy uses signboards to identify what, where and how many.
• Location indicators (where does the item go)
• Item indicators (what item goes here)
• Amount indicators (how many items go here)

Identifying location - Painting Strategy

The Painting Strategy is a method for identifying locations on floors and walkways.

Factors to keep in mind while using painting strategy

• U-shaped cell designs are more efficient than straight production lines
• In process inventory should be positioned carefully for best process flow
• Floors should be leveled or repaired before painting
• Walkways should allow for safety and smooth flow especially at the turns
• Divider lines should be 2 or 4 inch wide
• Paint color MUST be standardised. Colors should be bright

Identifying location - Colour Coding Strategy

Colour coding strategy can be use to indicate which items is used for which part

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 5 S Training Handouts

Examples
• Different colours can be allotted to different oils and the oil bath to be marked the
colour of the type of oil to be used
• If certain items are used for making the same part then the items can be colour
coded the same colour and kept in a location having the same colour.
• Inventory levels can be colour coded to indicate the critical, designed, reorder
and excess levels

Mahindra & Mahindra Ltd.

Automotive Sector, Mumbai
Machine No. 1662 (Axle P.U.)

Step III of 5S
SEISO - Shine
Definition
SEISO means that you need to keep everything swept and clean. This is done with the
objective of inspecting for problems and taking faster corrective actions.

Why?
• SEISO avoids certain problems
• Puddles of oil or water lead to slippages and injury
• Cutting shaving, dirt can get mixed up in the production resulting in defects
• Cutting shaving can get into peoples eyes and create injury
• Windows are so dirty so no sunlight enters
• Defects are less obvious in the dark
• Filthy work environment lowers morale

Steps to do SEISO
1. Determine Shine targets
• Storage space, Equipment or Empty Space
2. Determine Shine assignments
• Divide job based on area of cleaning
• Divide job based on time of cleaning
3. Determine Shine Methods
• Choose the right tools

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 5 S Training Handouts

• Shining should take 5 minutes

• How much to shine should be defined
4. Prepare tools
• Keep tools near location of shine
5. Start to Shine
• Clean thoroughly

Spic & Span

1. One is Best
• One page memo
• One day Processing
• One location Files
• One copy Filing

2. Reduce no. of Tools

• Reduce no.of bolt sizes
• Use of winged nuts
• Consolidate kinds of oil
• Combine various tools in to one
• Anyothers

IF THERE’S LESSER NO.OF ITEMS THERE IS LESSER TO CLEAN

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 5 S Training Handouts

Step IV of 5S
SEIKETSU - Standardise
Definition
SEIKETSU means that you need to create a consistent way of doing tasks and procedures.
This is done with the objective of ensuring that the condition does not deteriorate back to the
condition it was before implementing 1S, 2S and 3 S.

Why?
SEIKETSU avoids certain problems
• Conditions go back to their old undesirable levels even after company wide
implementation of 5S
• At the end of the day piles of unneeded items are left from the day’s production
and lie scattered.
• Tool storage sites become disorganized and need to be put in order at the end
of the day.
• Cutting shavings constantly fall on the floor and need to be swept frequently
• Even after implementing 1S and 2S, soon the office is cluttered with more
stationary supply than needed.

Steps to do SEIKETSU
Step A: Making it a habit
• Decide who is responsible for 3S activities
• Integrate 3S duties into regular workduties
• Check on how well 3S conditions are being maintained

Step B: Prevention
• Prevent unneeded items from accumulating
• Prevent from having to put back things
Step V of 5S
SHITSUKE - Sustain
Definition
SHITSUKE means that you need to make a habit of properly maintaining correct procedures.
Done with the objective of achieving higher productivity and better quality through higher
employee morale.

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 5 S Training Handouts

Why?
SHITSUKE avoids certain problems
• Unneeded items begin pilling up as soon as sorting is completed.
• No matter how well Set in Order is planned and implemented, tools and jigs do
not get returned to their designated places after use.
• No matter how dirty equipment becomes, little or nothing is done to clean it.
• Items are left protruding into walkways, causing people to trip and get injured.
• Dirty machines start to malfunction and produce defective goods.

How to implement Shitsuke ?

• Awareness - All need to understand what 5S is about
• Time -Time has to be allocated to do the 5S
• Structure - A Structure has to be formulated on how and when 5S activities will
be done
• Support - Management support needed in acknowledgement, leadership and
resources.
• Rewards and recognition - Efforts need to be recognized
• Satisfaction and Excitement -This needs to be shared in the entire organization

Tools and Techniques for Shitsuke

• 5S Slogans
• 5S Posters
• 5S Photo Exhibits
• 5S Newsletters
• 5S Maps
• 5S Pocket manuals
• 5S Department tours

What do we Evaluate?
1. Promotional Activity
• Organisation to drive the movement
• Education & Training
• Promotional Meeting
• Continuous monitoring & supervision
• Monthly review
• Awards
2. 5S Deployment
• Zone allocation
• Time bound plan
• Target setting
• Tracking benefits
• Responsibility identification

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 5 S Training Handouts

3. Kaizen Projects
• Awareness on how to identify grime
• Awareness on how to deal with causes
• Interdepartmental and team participation

Advantages of 5S
• Nice to work in a clean, beautiful, organised workplace
• Time taken to reach things minimized
• Lesser time wasted in information handling
• Problems detected fast
• Machine/Production down-time reduced
• Lower cost of production
• More usable space
• Better preventive maintenance
• Higher employee involvement
• Reduction in errors/defects due to standardized procedures
• Consistent and better quality product
• Higher productivity
• Lesser accidents
• Higher employee morale
• More time for improvement activities

Evaluation of 5S
Radar Chart
Now is the time for full evaluation of the effectiveness of 5S checking according to the type
of workplace. Results should be posted up and prizes can be given as an incentive for
further improvement.

Checkpoints
• Usage
Separate checklists can be prepared according to the type of workplace (e.g.
officer, factory floor). They give a detailed evaluation of the effectiveness of 5S in
each workplace. Results can be used as the basis for a “5S Contest.”
• Explanation of major items

1. 5S Divided into Zones & Clearing Up (Seiri), Organizing Clearing (Seiton),

Standardizing (Seiketsu), and Training & Discipline (Shitsuke)
2. Marks There is a grading from 0-4 marks :
0 = Very bad
1 = Bad
2 = Average
3 = Good
4 = Very good

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 5 S Training Handouts

Examples of completed checklists:

Critical Factors/Steps in Implementing 5S

• Top Management commitment
• Leadership by location head
• Awareness Training Programme for all employees (concepts, rules, steps,
benefits)
• Launching of 5S programme, promotion through badges, posters, booklets,
banners
• Allocation of funds
• Identification of 5S areas

TQM DOES NOT MERELY PRODUCE OPERATIONAL EXCELLENCE IT

PRODUCES CAPABILITY & THIS DETERMINES THE LEVEL AT WHICH THE
ORGANISATION CAN STRATEGISE

ORGANISATIONS, LIKE HUMAN BEINGS, MUST EVOLVE IN CAPABILITY

Trade Wings Infotech Ltd.
E-Published by:

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