5S & Kaizen Management

Training Program
 What Is Lean?
Objective of the Session
At the end of today’s session, you will be,

 Able to understand the importance of 5S beyond housekeeping as a productivity improvement tool

 Able to understand and face the implementation challenges of 5S.

 Able to understand, Identify and sustain Kaizen

2
Content

• What is 5S?
• Why 5S?
• 5S implementation challenges and tips
• What is Kaizen?
• How to identify Kaizen?
 What is 5S?

5 Steps for improvement

 Lack of 5S clutters the view and the mind

This causes:
 More time looking for supplies
 Buying what we already have
 Keeping unnecessary supplies
 Utilizing extra space

Good 5S:
 Easy to see and understand
 Easy to know where each supply is
 Easy to return the supply to the right place
 Easy to know how many should be in stock
 Easy to know when it is time to re-order
 Easy to know how to re-order an item
Five Focus Areas for 5S

• Storage/Inventory: materials, supplies, charts, etc. need examination, clearing, and reorganization

• Operations: workflow requirements are not commonly understood, documented, followed, effective, on

target, or visually apparent, causing delays, problems, & variations

• Equipment/Technology: equipment, instruments, gauges, do not operate optimally or at all, are not

checked, repaired, restored or replaced. Maintenance process is not standard, responsibilities are unclear

• Quality: area does not meet regularly to identify & solve quality problems, errors & defects are not

prevented, but contained only

• Safety: potential errors, injuries, red flags are not identified & prevented, awareness is low, emergency

procedures & information is not easily accessible or operable.

The 5S Process Recording the Present Situation

• Take photos from the same position

• Clearly determine the position from which each picture was taken so
you will be able to have before and after photographs
Steps of 5S
Sr. No. Word Definition

1 Sort Sort all unnecessary items from area.

Seiri

2 Set in order Sweep out all of the litter &

Seiton plan arrangement.

3 Shine Create a dirt & dust-free environment. Look

Seiso for abnormalities.

4 Standardize Make a place for everything and put

Seiketsu everything in its place.

Shitsuke 5 Sustain Develop a system that will last and the

discipline to maintain it.
Sei-ri
Sort
Keeping only essential items. Everything else is stored and discarded.
Industrial Definition

To distinguish between necessary things and unnecessary things, and

getting rid of what you do not need.
Seiri

Get rid of unwanted items, activities and thoughts

For Items For Activities For thoughts

Red Tagging ECRS Meditation
Two Categories of things

Not Necessary
now, but
Necessary Unnecessary
maybe in the
future

They have Value They are Usable They are not Nice
Red Tag
Sort Storage Guidelines for Items

If item is used: Then:

a. Never a. Throw away, sell, give away
b. Seldom (Once per year) b. Store it in a distant place
c. Less than once a month c. Store it on site
d. Once a week d. Store it in the area
e. Once a day or more e. Carry it or keep at workplace
Seiri Process

Plan Seiri Activity

Conduct Seiri Activity

Red Tag and gather unwanted items to a dedicated Red Tag zone

Keep a log of unwanted items

Analyze why unwanted items get accumulate and set countermeasures

Prevent Seiri
Prevention of Seiri
Change peoples
Red tag auction as per disposal policy mindset to see it as a
Conduct Seiri Periodically waste and reduce the
waste
2 3

Analyze and set No red tag / No Seiri

countermeasures for Red 4
tags 5
Seiton
Set in Order
Arrange the tools, equipment and parts in a orderly manner.
Seiton Setting Order

Establishing a neat layout so that you can always get just as much of what you
need when you need it.

It is a way of eliminating search.

30 Second Rule

What about your process ??

Seiton Process

Identify wanted things from Seiri

Create addresses as per the usage pattern

Consider wastes (Transport, Motion ect.) consider safety and consider the ergonomic effects.
Re-arrange layouts
Design Min/Max parts

Achieve 30 seconds rule, Zero down time due to unavailability, less inventory
Set In Order Guidelines

• Labels on locations and items; return addresses

• First in- first out inventory management & min/max

• Checklists and inspection tags for identifying repaired/inspected items

• Diagrams of work process flow and photos of those responsible

• Placing similar items far apart to avoid confusion

Set In Order Guidelines

• Divider Lines define aisle ways and operational areas

• Marker Lines show position of equipment

• Limit Lines show height, min/max inventory, safety

• Outlines (shadows) show shape and location of tools

• Arrow Lines show direction of process

Sei-so
Shine
Eliminating trash, filth, and foreign matters for a cleaner workplace. Cleaning as a form
of inspection.
Step 3 Shine

In this step, we clean all dirt and grime, leaving the work area dirt and dust free.

• Decide what to clean

• Decide who is in charge of each task

• Decide on the cleaning method

• Prepare cleaning tools and equipment

Implement Cleaning!
 Shine Guidelines

• Start at the top, and work your way down. Eliminate dirt, dust, oil, scrap, and other foreign
matter
• Clean ceilings, walls, shelves, tables, file cabinets, desks, equipment, computers and support
equipment
• Clean it thoroughly so you can observe the condition; don't just wipe it down or cover it up
• Clean and observe enough to determine sources of contamination and any abnormal conditions,
so that they can be prevented
• Develop a checklist for maintaining the required level of cleanliness and inspection
• Integrate cleaning into everyday maintenance tasks by all who use the area
• Cleaning builds value for equipment and pride in the workplace
Shine Guidelines

• Maintaining equipment & technology so that problems are noted right

away (computers, software, etc.)
• Keeping accumulation of any kind (dirt, unnecessary items, overflow info) at
bay through checklists
• Not depending on the “cleaners” to check out your work area!
Seisō ( 清掃 ) Shine

Develop cleaning schedule and clean accordingly

Address sources of contamination, hard to access areas and abnormalities ( PDCA Methodology)

Reduce contamination and cleaning

Further elimination of sources of contamination

Do not clean, Keep it clean

Sei-ke-tsu
Step 4 Standardize

In this step, we put the necessary items in the proper location to permit easy access to all

who must use them.

We create a place for everything and put everything in its place

The essence of 5S

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Standardize Guidelines

• Standardize uniform facility colors

• Use uniform lines, signs, colors, or whatever is needed, to identify specific areas for
standard activities, safety, regulatory
• Make sure items are in the proper areas, not just near them, to enable immediate action
• Create checklists to assure everything is where it belongs
• Hold yourself and others accountable for making sure everything is visually available and
abnormalities are easily detectable
• Make sure equipment instructions and maintenance schedules are developed & visible
We are the only ones that can make this happen, let's make this a safe, clean
work place.
A place to be proud of !
Standardize Procedures
To indicate Locations use: To Indicate Danger use:
Address Sign
boards Signs, Flashing
lights

Locate Lines
Labels
(e.g. White)
Red or yellow
Tiger Tape
paint/tape
Limit Lines
(e.g. Yellow)

To Set Limits use: To Communicate use:

Width
Lines Training &
Sign boards
Job Aids
Standard
size
Height
containers/
compartme Lines
nts
Standardize Examples

Dividers & air space limits Shadow lines

Standard Label System Addresses & returns

Shi-tsu-ke
Shitsuke ( 清潔 ) Sustain

• Sustain improvement and make further improvement by

effective use of PDCA methodology.
• Keep all current improvement in place and develop
continuous improvement culture

• Training & education

• Develop self discipline
• Reward & recognition
• Continual 5S promotional activities
• Auditing
Shitsuke ( 清潔 ) Sustain Auditing
Objective of the Session

Do auditing at all levels

• Self audit – Do a self audit to judge your self
• Zonal head – Zonal head do an audit in his zone
• Cross functional audit – Zonal heads do audits in other zones
• External audit – External party or a professional body dose a 5S health check for
the organization

“Never go for the next level audit until you take countermeasures on
one audit's action points”
5S Examples
 5S Examples

Loose Cable, No Marking Cable Clamped, Floor Marking

5S Examples
5S Examples
People don’t go to Toyota to “Work”
they go there to “Think”.
- Taiichi Ohno
Definition

Impact on……

+ = • Safety
• Fatigue
• Quality
Kai = Change Zen = Better Kaizen = Change for Better • Environment
(Energy, Water,
Paper etc.)
• Delivery
Continuous Improvements for a Better Change!
Why to do Kaizens?

• High Cost

• Less Productivity

• Poor Quality

• Poor Safety

• Unnecessary Energy Consumption

• Environment is not feasible for working

• Less Morale of Workers

Kaizen Purpose

• Efficient
Kaizen Generations • More Productive
• Less Waste
• Less Abnormalities

Current Improved
State State

• Waste
• Abnormalities
• Constraints
Kaizen Implementation
How to Identify the Kaizens

Observing 8 VSM KPIs (Performance

Ohno Circle
Wastes (Value Stream Mapping) Evaluation Process)

GEMBA Standard Work Brainstorming

8 Principles of Kaizen

Let go of your former Stop hesitating because of

habits possible hurdles

Never consider yourself to be

Never stop making finished, Improvement has
corrections no limits
8 Principles of Kaizen (Cont.…)

Just because a
Everyone should be
method is new does
encouraged to give
not mean that it is
ideas
ideal

Learn from other

Look for ways to save people and get some
money new opinions
Kaizen Management Process
Kaizen Generation
Process

Kaizen
Kaizen Sustain
Implementation
process
Process

Kaizen
Recognition & Check & Adjust
Reward
Kaizen Examples
Measurement Stencil
Before After
• Sample sock is fixed on table • With measurement stencil, sample adjustment activity is
• Requires Sample adjustment eliminated.
• Inefficient method leading to over-processing • More Efficient and productive method with improved quality
Chopstick

Before After
• Chopsticks are difficult to use for the first time • With guides, Handling Chopsticks is convenient for kids and new
• Inefficient and Less Productive eating users.
• Improves eating efficiency, saves time
Parking Bricks

Before After
Two bricks are used to stop the car in parking One brick is enough to stop the car in Parking, eliminating
material wastage
Zebra-Crossing

Before After
Marking of Zebra Crossing with central and side lines. • Only the central lines can serve the purpose (side lines
removed)
• Eliminated Over-Processing and material wastage
Tooth Brush
Before After
Tooth brush with a bigger brush than needed • Smaller brush can serve the purpose (reduced brush size)
• Eliminated over-processing
• Easy and efficient brushing
Thank You! .
.