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criteria to be contained on the tags and authorize printing. Suggested

criteria includes any of the following:
Name of person who red-tagged the item
Date
Department (division; office, etc)
Name of item (or description)
Identification number of item (where applicable)
Quantity
Category
o Equipment
o Furniture or storage
o Fixtures or fittings
o Inventory
o Documents
o Maintenance supplies
o Other
Frequency of Use
o Never
o Seldom
o Less than once per month
o Once a week
o Once per day or more (but not in this area)
Suggested Action
o Discard
o Store in distant place
o Store in factory (office)
o Store near area
o Store in area in which it is used

7. Create a red tag holding area

Set aside an area for storing red-tagged items while they
await final evaluation and disposition. This area needs to be centrally
easily accessible, close to the area being red-tagged, but not in the
way of work flow. Size will vary depending upon types of items that
may be red-tagged. The Red Tag team should estimate size and
number of items they may be removing from an area and set the size
of the red tag holding area accordingly.

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8. Set and announce the red tagging schedule

It should be announced in advance to all staff concerned that
the Red Tag team is going to move items in their area during the first
and possibly second days of 5S deployment. Announce days and
times affected, purpose and procedure of the Red Tag event, and
amount of time items will be held in the red tag holding area.
(Usually from 10-20 days; never more than 30 days) Announce that
during the holding time any interested or affected individuals or
departments should schedule a walk through the area with the Red
Tag holding area manager to make recommendations for final
disposition.

After the event, one day per month should be scheduled for a
walk through the area for the purpose of red tagging any items that
have accumulated since the initial activity. It is not necessary to use
the entire team for these follow up efforts. Generally, this is a three-
person exercise.

When effective counter measures have been put into place,

these periodic red tagging walk-throughs should uncover a minimal
number of items to be red tagged. If this is not the case, the 5S team
needs to review the newly devised standards and enforcement policy
that were instituted during the 5S campaign as counter measures to
the collection of unneeded items.

Note: Some 5S proponents say that the red tag event is a one-
time only occurrence, and that implementation of counter measures
for the build up of unneeded items will make it unnecessary to hold
any follow up red tag walk-throughs, Anitech does not recommend
following this advice. It is typically necessary to schedule periodic
red tag walk-throughs. A good plan is to schedule them monthly for
3-6 months. If at least two of these walk-throughs have uncovered no
items that need to be red tagged, go to a bi-monthly or quarterly
schedule. It is important that the schedule be set, communicated and
adhered to, whether monthly, bi-monthly, or quarterly. Keeping this
a regularly scheduled event helps re-enforce the cultural changes
necessary to sustain the 5S system once it’s in place.

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9. Inspect and sort the work area

Speed is key to success in the inspection and sorting of
needed and unneeded items during the 1-2 day Red Tag blitz. The
team should move quickly through the area designated to be red
tagged. Unless the area is large, one day should be enough time to
complete the event. The maximum time for red tagging should be
two days.

Move through the red tagging area checking each against the
criteria you have established. Be relentless. When in doubt, move it
out! Remember, the red tagging area is a holding area, not a landfill.
If someone else in the company discovers a needed item has been
red tagged it can easily be reclaimed.

Some items may be clearly disposable: outdated notices or

irreparably damaged items, for example. Don’t red tag them. Get rid
of them. All other items, after being inspected by team members and
found questionable, should be tagged with all known relevant
information, and taken to the holding area.

Use a form similar to the Anitech Red Tag Criteria,

Documentation and Notification Form (A5S.2)

10. Attach red tags to relevant items

Tie or tape a red tag to each item in question. Guidelines are:
Fill out all known relevant information before attaching
red tag to item
Each team members should look at items tagged by
another member, verify that they are unneeded, and add
to relevant information on tag if applicable
Tag all items that thought to be unneeded
Tag excessive quantities of needed items
Tag each item individually (boxes or shelves full of items
should not be tagged as one item)

11. Place all red-tagged items in holding area

All red-tagged items should be moved to the holding area for
the agreed upon amount of time. If an item is too large to remove

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from the work area, it should be red tagged, and the red tag
manager should make arrangements for inspection and disposition.
During the holding period (from 10-30 days) all affected staff should
do a walk-through of the red tag holding area. They should add all
available relevant information to tags and notify Red tag manager of
any items that should be returned to the work area or placed in a
different work area. All suggestions for disposition must be made
within the stated holding time.

Company-wide announcements for appropriate personnel to

inspect items in the pilot red-tag holding area serve a dual function.
First, their feedback is necessary before final disposition of items
occurs. Secondly, the communication will familiarize personnel in
other areas with the red tagging process and its benefits. Support for
the initiative will build. An understanding of the 5S System, its
methods, techniques and rewards, will grow as implementation
spreads from area to area.

Note: Management can help build awareness and buy-in for

the 5S deployment at this stage by immediately calling attention to
progress made. Prominently displayed Before and After photos,
announcements, memos, division, team or individual rewards, etc.
can be used quite effectively in conjunction with red tagging.

12. Designate a red tag holding area manager

Management needs to participate in selection of this person.
The candidate will most likely come from the 5S Red Tag team.

13. Conduct a “fresh eyes” inspection with outside

personnel
At this point it is helpful if two or more team members walk
through the red-tagged area with two or three people from outside
that area, giving it one last look. Fresh eyes may locate additional
questionable items that the Red Tag team overlooked.

14. Tag additionally identified items and move them to

holding area

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Follow the same procedure as above for all items additionally

identified.

15. Evaluate each red-tagged item

Be sure that all relevant department, division, office,
manager, staff members, etc. are informed that they must inspect the
holding area and evaluate each red-tagged item before the specified
cut-off date. Persons evaluating items will need to arrange inspection
with the red tag manager and make their recommendations to him or
her. All additional recommendations and information must be added
to red tags before final disposition.

At the specified cut-off date, the red tag event is finished and
the red tag manager is responsible for immediate disposition of all
items in the holding area.

16. Create a system of documentation

The Red Tag team will need a thorough and easy-to use
system of documentation for red-tagged items. This may be
produced from the Anitech Red Tag Criteria, Documentation and
Notification Form (A5S.2.) It keeps a record of all items tagged, all
information entered regarding each item, and generates necessary
tracking documentation. If the Anitech form is not used, the Red Tag
team will need to create its own documentation form and system.

Documentation to be logged and tracked should include the

following:
Category of red-tagged item
o Equipment
o Furniture or Storage
o Fixtures or Fittings
o Inventory
o Documents
o Maintenance supplies
o Other
Disposition
o Discarded
o Returned to supplier

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o Moved to ______ (stored in another location in

company)
o Distributed to _______ (for use in another
location in company)
o Sold
Value
Depreciation
Notification of appropriate personnel
Person who carried out disposition
Date of disposition
Area covered
Dates of Red Tag event
Names of Red Tag Team members
Name of Red tag manager
Categories and numbers of items red-tagged
Copy of communication that went to all relevant
personnel for evaluation
Date for final evaluation before holding area is cleared
Schedule for Red Tag events to be held during the year
Recommendations
Authorization for disposition, including date and
signature
Other

17. Document results of red tagging initiative

The Red Tag team should prepare a concise document, using
their form, the Anitech form or another, compiling results of their
completed initiative as a report-out to management.

18. Devise a plan for disposition of red tagged items

Red Tag team recommendations form the basis of the
disposition plan. Each item needs to be accounted for in the plan.
Personnel responsible for each type of disposition, method of
disposition and date need to be included in the plan.

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19. Notify appropriate personnel to make final

disposition
After other personnel have completed inspection and
evaluation the Red Tag manager should obtain authorization for final
disposition, make arrangements, notate on red tags and document on
the updated report-out form. Strict adherence to the cut-off date is
important. Final disposition of all items should occur on that date.

20. Temporary red tag holding area

A temporary Red Tag holding area should be set up for
placement of any questionable items in the future that need to be
inspected for possible disposition. Red Tag holding area manager
should oversee this process and area. This may be a portion of the
original red tag holding area.

A Red Tag Criteria, Documentation, and Notification Form

can automatically notify all appropriate personnel of disposition. If
this form has not been used, the Red Tag manager should make
notification.

21. Layout evaluation and re-design of area from which

red-tagged items were removed
Removal of unneeded items in the targeted work area may
have cleared enough space that layout can be changed for a more
efficient workflow. Evaluation and possible re-design of the space
will be done in the second step: Straighten.

22. Analyze reason unneeded items have built up

Find the root cause for build up for each category of item that
was red-tagged, and if necessary for individual items within each
category. Some causes might include:
Defective products are produced, not disposed of
properly, and reason for defect is not determined and
corrected
Inadequate storage locations in work area and off line

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No standardized procedures for regularly purging excess

items
Overproduction causing inventory build ups
Inadequate transportation of items in and out of work
area
No time included in daily routine for workplace
organization

23. Develop counter measures (standards) to prevent

reoccurrence
Each cause discovered during analysis should be documented
for use in the second step: Straighten. During this step organizational
techniques will be deployed. Standardized procedures and reporting
systems will be developed during the fourth step: Standardize

24. Create and communicate summary of Red Tag

analysis results
If a Red Tag Form has been used during this process, you
should use it to generate a summary of results and send them to all
appropriate personnel by email. If this form has not been used, the
team should create and communicate this summary.

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Chapter Four

The Second S: Straighten

A place for everything, and everything in its place”

What’s the big deal?

Granted, some people are better than others at making an
office or shop neat and tidy. But nearly anyone can do a passable job
of straightening up the place. If that’s all there was to the second step
you could skip to the next chapter now.

The Second S, Straighten, is at the heart of creating a

maintainable and efficient system that can be used by anyone. It
entails much more than making the office or shop neat and tidy.
When properly executed, this second step creates an organizational
system that can be standardized and sustained, providing substantial
improvements that translate to significant increases in ROI.

What happens in the Second Step: Straighten?

All needed items (those left after red tagging has been
completed) are arranged for efficient and easy use. Then they and
their storage areas are marked or labeled so that anyone can easily
locate them and anyone can easily put them away.

Two key components of this step are determining best

placement of all items in order to reduce waste, and marking in such
a way that anyone can immediately find and return the item.

What kinds of problems does Step 2 eliminate?

Some examples of the kinds of waste or problems that occur
when items are not arranged for efficient use, or are not marked to
guarantee proper storage at all times, include:

Each time an office worker needs to punch holes in a paper,

he has to go to the workroom to use the three-hole punch.

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Most office personnel use the punch once a week or less. One
person, however, uses it more than once a day. Yet, the hole-
punch is no closer to his workstation than to the ones of those
workers who need to use it only once a week.

Certain sets of files are kept in the workstation of one

secretary, at the back of a large office area. When others need
one of those files, they have to get the key from the woman at
that workstation. Unfortunately, her work takes her away
from her desk often, and others regularly waste time looking
for her so they can get a needed file.

A worker searches for a needed assembly aid that he left in

the production area just before going to lunch. It isn’t there
when he returns and he wastes twenty minutes looking for it
before the co-worker who used it returns from his break and
locates the missing production aid.

A worker takes a box of parts from a shelf, to be used in the

production line, not realizing that the wrong box of parts has
been placed in the spot where he usually gets the needed
item. The switched part isn’t noticed by the operator until
after he’s already made a defective product. Then, the line is
shut down while the correct parts are located and brought in.

A worker trips over a box of items left in a walkway, falls

and is injured. He is off the job for three days.

Often, the problems that arise from poor arrangement of

items in the work place, or failure to properly replace items, are
overlooked or fail to be attributed to the root cause. Many kinds of
waste, or problems, in the production area or office have become so
habitual that they’re taken for granted. Others may a source of
frustration for workers, yet sustainable solutions have not been
found. Sometimes a co-worker is blamed when, in fact, the system
itself is at fault.

When considered individually many of these problems may

seem inconsequential. When added together throughout the course of

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a day, however, and multiplied by the number of workers

experiencing the same wasted motion or other difficulty, they can in
fact be very significant.

What are the areas of waste reduced by Step 2?

All waste reduced by the second step could fit into the
category of wasted time. In the real-time environment of the 21st
century enterprise, a company cannot long remain competitive if it is
wasting production or process time. Three main areas of wasted time
(and with it the associated waste of energy and effort) that the
second step improves are:

1. Lost time spent looking for items

2. Lost time due to difficulty in using items
3. Lost time in returning items

What are the benefits of the Second Step: Straighten?

When time lost from unnecessary searching, returning and
difficult usage is reduced you will receive the following benefits:
1. Improved quality
2. Improved productivity
3. Improved safety
4. Improved satisfaction among workers

How do we know which items need to be relocated or

marked differently?
Ask these questions:
1. Is the item easy for anyone to find?
2. Is the item easy to use?
3. Is the item easy for anyone to return?
4. Is equipment involved standardized?
5. Would the standardization be clear to anyone?
6. Have limits been set?
7. Are the limits clearly understandable by anyone?

A good guideline is this: Ask whether a new employee would

be able to find, use and return the item the first day on the job. If the

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answer is no, in nearly all cases the item has either not been located
or labeled as well as it needs to be.

Considerations
There are three main considerations in determining the
location of items are:

1. Frequency of use
Rule of thumb: The more often it is used, the closer it is
kept
2. Safety
If it in any way presents a safety hazard, it is not properly
stored and/or marked
3. Process flow
Consider each of the following characteristics to determine
whether items are located for optimal process flow:
a. Weight
b. Height
c. Space
d. Availability
e. Proximity
f. Visibility
g. Standard indicators
h. Its use in conjunction with other items
Items used together should be stored together
Items used together should be stored in the sequence
in which they are used
1. Categorize all items
Those that should be replaced after each use
o Place in order of use
o Place as close as possible to point of use
o Place where least motion, and most efficient
motion, is used in removing and replacing
Those that are not replaced after each use

2. Map the area

1. Map the workspace layout. Include all equipment, tools,
furniture, parts, supplies, inventory, machinery, etc. in

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2. this area map. It may be done in the form of a floor plan,

area diagram, or other.

3. Indicate work flow among all items on the map. Use one
arrow for each operation or task. Draw the arrows
sequentially, in order the tasks are performed, and
number each arrow.
3. Analyze the map
1. Study the area map – sometimes called spaghetti diagram
– to discover areas of congestion.

2. Highlight or in some way mark the areas of congestion.

These areas will contain your highest degrees of waste.

3. Analyze all motion to discover waste, using the following

industrial engineering style principles:

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 changes 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 where practical
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
Keep operators at a proper height for the work to be
done
Make materials and parts easy to pick up

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Make handles and grips in efficient, easy-to-use

shapes and positions

4. On the map, indicate where all known wasted motion

occurs

4. Evaluate use of tools

Eliminate as many jigs, tools, dies, templates, etc as
possible by making them serve multiple functions.

5. Look for following types of problems that can create wasted

motion
Workbenches or tables that are too wide
Parts that require turning, twisting, bending or
reaching behind
Items that are hard to see or reach because they are
laid out horizontally rather than vertically or on a
slant
Items that are too far above or below eye level to be
seen well
Items placed too high to be reached in normal
working position
Items arranged so that crossover of hands is necessary
(not in order of use)

6. Look for areas of congestion and wasted motion in the new

area layouts

7. Create a new area map

Design and map new layouts, drawing and numbering arrows
to show sequence of work flow, refining until as much wasted
motion as possible has been eliminated.

8. Design new storage

1. Storage should be enough larger than the item so that it
can be easily removed and returned
2. Store tools according to function if they are used in job
shop production

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3. Store tools according to their product base if they are used

in repetitive production
4. Create suspended storage for tools where possible

9. Continue to improve your layout design until you have

eliminated all waste that you can at this time.

10. Deploy the new layout

1. Implement the new design as a pilot project, moving all
equipment, tools, furniture, parts, supplies, inventory,
machinery, etc to their new locations
2. Evaluate actual work flow undertaken in the newly
designed layout
3. Make improvements in accordance with evaluation

Signboard Strategy
Remember – the goal is for anyone to be able to determine at
any place and any time in a factory what goes where. Use of
signboards is a key strategy for this.

What information should a signboard convey? What, where,

and how many.

Types of signboards:
1. Inventory, showing items needed for current-charge
2. Machine’s acquisition date production purposes.
3. Machine/equipment: (to be hung from ceiling over
machine, posted against a wall or on machine itself).
a. Name of machine
b. Process name
c. Operator or other person-in
4. Shop: display plant name, line name, cell name, etc.
Steps in signboard deployment:
1. Determine locations
a. Develop a floor plan from previous area layout
b. Map the applicable process in sequence, showing
direction of product or process flow
c. Identify bottlenecks and flow congestion

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d. Develop and draw an improved flow map

e. Simulate and optimize the new flow
f. Deploy the new layout in the workspace.
g. Continue to revisit and improve the new layout
2. Prepare locations
3. Make and post signboards and/or labels that show what,
where and how
4. Determine how to recognize when items are out of place
using location limit

Use of signboards and other visual controls

Signboards are a way to identify what goes where and how
many belong in each location.
Three main types of signboards:
Location indicators (show where items go)
Item indicators (show what specific items go in those
places)
Amount indicators (show how many belong there)
Signboards are often used to identify:
Names of work areas
Inventory locations
Equipment storage locations
Standard procedures
Machine layout

Visual Controls
Visual controls are used to make out-of-control items
obvious. They are used to communicate in set and recognizable
visual standards, and to identify:
Waste
Deviations
Normal vs. Abnormal (problems)
Opportunities for continuous improvement (kaizen)
Location limits
o Red = exceeds limits
o Yellow = limit lines
o White = location lines
o Tiger stripe = hazardous area

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Methods of visual control:

Flow diagrams
Color coding
Signs
Labels
Audio
Touch
Other

Examples of Visual control

Workplace metrics chart
o Inputs needed (customer)
o Outputs generated (supplier)
U.S. Highway signs

Six Levels of Visual Control

1. Share information and/or results of control activities
o The visual display of all information helpful
to activities and goals of all individuals related
to a given area
o Specific emphasis given to information related
to targets and expectations
2. Share established standards
o Display of information and use of established
standards so that non-conformance can be
easily detected and everyone can easily
identify and correct abnormalities
3. Build standards into workplace
o Make the work environment itself
communicate established standards
Use space, demarcations, containers,
equipment, barriers, etc. to
communicate
Use sized and height limits, signs,
colors, etc.
4. Warn about abnormalities
o Build in lights, alarm bells and buzzers and
other devices that can easily be seen or heard

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o when signaling a warning about an

abnormality or need (as for parts or
assistance)
5. Detect abnormalities
o Devices are installed to immediately detect
and stop abnormalities at their source before
they move on to the next step or process
6. Prevent abnormalities
o A mistake-proofing device is installed (once
the exact cause of a defect is discovered) to
ensure that the abnormality or defect cannot
re-occur. Redesign of a section of the
equipment may be necessary at this level).

Steps in developing visual controls

1. Brainstorm ideas and document
2. Evaluate level and potential effectiveness of ideas
3. Choose which controls to use for each element
4. Prepare material for visual controls
5. Implement control

Information to be Displayed on Visual Control Charts

Identify storage, operation, equipment or safety
condition not in control
Record specific information relevant to element not in
control
Record ideas for visually controlling each element

Painting Strategy:
This is a method for identifying locations on floors
and walkways. Although it is called painting, you can use
tape, acrylic, or other materials to create divider lines in order
to mark off walkways, etc. Divider lines include such uses as:
Cart storage locations
Aisle direction
Door ranges
Place markers for worktables

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Tiger marks to show where inventory and equipment

should not be placed or to show hazardous areas.
In designing layout, remember:
U shaped cell designs are generally more efficient
than straight production lines
In-process inventory should be positioned carefully
for best production flow
Floors should be leveled or repaired if possible before
divider lines are laid down
Walkways should allow for safety and a smooth flow
of goods by being wide enough and avoiding twists
and turns
Divider lines should between 2 and 4 inches wide
Paint colors should be standardized and the colors
should be bright

Location map is a signboard showing location of parts, tools,

jigs, dies, equipment and machinery. It does not use areas
showing work flow

Color Coding Strategy can be used to show which parts,

tools, jigs and dies are to be used for which purpose. For
example, parts used in making a particular product can all be
coded with the same color.

Outlining strategy: Drawing outlines of jigs and tools in their

proper storage positions show where they should be placed.

Steps of Sign boarding:

1. Set up training for signboards.
2. Organize signboard-strategy promotion teams
a. Include shop floor supervisors, group leaders,
section and department managers.
3. Draft a schedule (each team should draft its own daily
schedule and display it.)
4. List all needed items, including inventory items
a. Page number
b. Relevant line, work group or process

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c. Categories are: raw materials, secondary

materials, in-process inventory and products
d. Use common names in that category.
Specifications should be in separate column
e. Amounts in terms of unites in which they are
stored (pallets, boxes, drums, etc.)
f. Note maximum number that should be stored in
the designated area.
5. Equipment lists
a. Public (for each factory, department, workshop or
line)
b. Personal (each set of equipment used by an
individual worker, such as tools, jigs, supplies,
etc.)
c. Equipment list should include machines, jigs and
dies, measuring tools and gauges, work vehicles
and conveyance vehicles and work supplies.
6. Designate Storage Sites
a. From current layout diagram
7. Install place markers and signboards
a. If storage place is on the floor, mark off and
identify the space
b. If storage space is on carts, pallets, etc mark off
areas where those devices are stored.
c. Mark off all related walkways
d. Use standard area divisions
8. Once all target items have been listed, make signboards
a. Use metal, acrylic, adhesive-backed paper, coated
board – etc.
b. Attach signboards
c. Fill in signboards
9. Maintain ongoing improvement activities
a. Take photos to document organization and
orderliness
b. Use memos to keep people aware of problems that
need to be addressed
c. Set up suggestion system to continue
improvements
d. Draft improvement case study reports

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10. Evaluate
a. Create evaluation system
b. Maintain list of essentials for maintaining Step 2
c. Report on activity results

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Chapter Five

The Third S: Shine

“Clean as you go”

The purpose of this step is to clean everything, and then keep

it clean. This, too, sounds like an obvious step in creating a safe and
efficient workplace. But, in fact, far too many work environments
are not effectively cleaned, and kept clean. Keys are an initial
thorough scrubbing, then adopting a clean as you go philosophy,
building cleaning into preventative maintenance assignments and
schedules, and using cleaning as a form of inspection to expose
abnormal conditions.

Examples of how an unclean work area can affect efficiency

include:
Poorly lit areas are hazardous, and can contribute to
sloppy or defective work
Customers will have less confidence in a supplier whose
work area is unclean
Dirt such as grease, oil, etc can create hazards for the
worker
It is harder to detect problems in dirty equipment or
machinery, leading to breakdowns rather than quick
prevention/repairs
Unclean equipment is more likely to produce defective
products
Clutter leads to inefficiency
Morale can be lowered by working in a cluttered or
unclean environment

1. Determine target areas for scrubbing

Warehouse
o Raw materials, parts, components, finished
products, etc.
Equipment

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o Machines, tools, dies, worktables, cabinets, desks,

chairs, etc.
Space
o Floors, work areas, walkways, walls, ceilings,
windows, shelves, closets, lights, etc.
2. Assign scrubbing responsibilities
Divide factory into areas
Assign individuals or teams to each area
Schedule cleaning times
3. Determine each item to be cleaned in targeted area
4. Determine and acquire supplies and equipment needed
5. Try to limit regular cleaning tasks to 5-minutes (assign tasks
accordingly)
6. Undertake initial scrubbing – thorough scrubbing of entire
area. This may take more time than subsequent
“maintenance” cleaning, which should be done in 5 minute
blocks
7. Make periodic cleaning a habit – build it into the regular
daily work schedule
8. Incorporate inspection procedures into the cleaning schedule.
Operators, not maintenance staff, should be in charge of their
own machines.
Train operators to look for minor or sporadic
malfunctions or abnormalities
o Oil leaks, wear, warping, color changes, etc.
o Changes in sound of machine
o Unusual odors
o Unusual or excessive wobbling, vibration, heat,
etc.
Write cleaning/inspection assignments on signboard, or
on sign attached to each machine. Inspections should be
done systematically and routinely. Establish regular
routines for cleaning and inspecting all systems, such as
hydraulic systems, pneumatic systems, lubrication
systems, etc.
Create inspection checklist
Train operators to correct problems revealed during
inspection whenever possible

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Create maintenance request form and system for

problems operator cannot fix. A flag or other indicator
should be attached to the machine, visible to all
concerned.

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Chapter Six

The Fourth S: Standardize

“Get a system and stick to it.”

The purpose of the fourth S, Standardize, is to create a

system that will systematically maintain and monitor the first three
S’s in a predictable and organized manner. Standardization includes
the following steps:
Post required information so there is no searching
o Production schedules
o Delivery dates
o Destinations
o Lot size
o Downtime
o Other
Standardize information requirement
Make information requirements visual
Devise methods/controls that:
o Cause deviations from standard to surface
o Keep re-accumulation from occurring
o Indicate danger
o Communicate ideas generated
o Set limits
Assign 3S responsibilities: area, schedule, 3S job
descriptions, and schedules, with appropriate
checklists and/or forms
o Each staff member needs to know his/her job
assignment, responsibility for the maintaining
the first 3 S’s in his/her workspace
o Delivery sites should likewise be marked and
job assignments made for maintaining the first
3S’s.
Integrate 3S duties into regular work assignments.
o Visual controls – anyone should be able to
determine what is normal or abnormal at first
look.

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o Make all 3S activities short and efficient –

each should be accomplished in 5 minutes.
Use standardized checklists to evaluate effectiveness
of 3S activities.
Determine which problems are happening repeatedly
o Floors are dirty in spite of regular cleaning,
tools are replaced incorrectly, unneeded items
continue to accumulate, etc.
By asking the 5 Why’s, determine source of problem
Address source of the problem, and find a suitable
improvement.
Standardize the improved method, technique,
placement, etc.
Prevent unneeded items from entering the workplace
o Find a way to procure and produce only those
materials that are needed, when they’re
needed, in the amount they’re needed
o Moving to just-in-time production, rather than
storing large amounts of parts or inventory
eliminates accumulation, damage, etc., by
moving toward one-piece flow, pull
production, load leveling, and standardizing
operations and processes.
Standardize control of items
o Make it difficult to put things in the wrong
place
Visual controls and discipline – clearly
marked storage areas, incentives to
make practicing 3S a habit
o Make it impossible to put things in the wrong
place
Ask the 5 Why’s
Identify underlying causes
If possible, eliminate the need to return
items
Suspension - suspend tools just
above, and within reach, of the
operator. Operator releases tool

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when finished using it, and it returns

automatically to its storage place.
Incorporation – Create a flow of
goods or operations that smoothly
integrates jigs, tools, etc. into the
process and stores them where they
are used.
Use elimination – Three techniques:
o Tool unification – combines
functions of two or more tools
into a single tool
o Tool substitution – uses
something other than a tool to
serve the tool’s function
o Method substitution – improving
efficiency by replacing one
method with another

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Chapter Seven

The Fifth S: Sustain

“Keep it simple”

5S is not an event. It is a continued way of life in the

workspace. It requires a cultural change in workers and worker
techniques on an on-going basis. Unless your organization is
committed to sustaining the benefits of its 5S program, it will
backslide. How can you prevent this from happening? By creating a
system of rewards to ensure that the 5th S, Sustain, is adhered to.

o Create conditions or structures that help sustain the 5S’s

o Awareness – make sure workers understand the 5S’s
and why they’re important
o Time – make time in the work schedule for
performing 5S’s
o Structure – have a schedule, work assignments, etc
that make it clear how and when 5S activities will be
implemented
o Support – management support is imperative,
including acknowledgement, leadership and resources
o Rewards – need to be made regularly. Recognize
successful efforts
o Satisfaction – Make following 5S’s enjoyable.
Communicate satisfaction, generate enthusiasm.
Complaining and criticism are not effective ways to sustain
the 5S’s. If conditions slip, the cause should be identified and
corrected. Supervisors should take immediate action when a slippage
is discovered.
Develop a disciplined approach through:
1. The Visual 5S’s (visual controls)
2. Take immediate action when an abnormality or
deterioration in 5S conditions are discovered
3. Use instructive rather than destructive criticism
4. Promote and develop 5S company-wide – with
managers visibly involved

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5. Use promotion tools

o Management role
o Educate workforce in 5S concepts, tools and
techniques
o Create teams for implementation
o Allow time for implementation and create schedules
o Provide resources for 5S implementation, such as
supplies
o Acknowledge and support 5S efforts
o Encourage creative involvement by all workers, listen
to and incorporate their ideas
o Create rewards for 5S efforts
o Promote ongoing 5S efforts
o Improve quality and efficiency of their own work
o Teach by example
o Demonstrate the company’s commitment to 5S
implementation
o 5S Team’s role
o Continue to learn more about 5S implementation
o Help educate coworkers about 5S
o Be enthusiastic about 5S implementation
o Help promote 5S implementation efforts
o Find ways to implement 5S in their daily work
o Ask supervisor for support or resources needed
o Participate fully in company 5S efforts
o Bring creative ideas to manager or supervisor for
promoting or implementing 5S

o Tools and techniques to Sustain 5S Implementation

o 5S Slogans – communicate themes of the 5S
campaign
Can be suggested by workers
May have a contest to choose slogan
Can be displayed on buttons, stickers, flags,
posters, etc
o 5S Posters
Post throughout the workplace
Can give slogans, or descriptions of 5S
activities

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Communicate results or status of 5S activities

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o Storyboards, or photo exhibits

Show before and after pictures
Show status of 5S activities
o Newsletters
Give reports on 5S conditions and activities
Most effective when issued regularly
o 5S Maps
Hang in central location
Have suggestion cards so all workers can
suggest improvements
o 5S Manuals
Small pocket manuals for easy reference
Larger manuals at workstations
o 5S Department Tours
Have tours of a model area in a company so
other areas can “benchmark”
o 5S Month
Designate particular months for additional 5S
activities, such as contests, benchmarking
field trips, seminars, etc.

5S is an on-going and continually improving process. Learn from the

process. Find ways in your particular situation to make changes that
make the most sense for your plant, personnel, product line, etc.

Communication, follow up and focus are your keys to continued

success with 5S.

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