5‘S’- HOUSE KEEPING

The
foundation of
competitive
success.
 HOUSE KEEPING
A base for any improvement
 Even before you plan the direction you need
to take, you must remove any obstacles to
get a clear view of the current situation.
 House Keeping enhances the results of other
activities and simplifies every day
operations.
 House Keeping must become a habit. It must
be continuous.
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 WHAT IS HOUSE KEEPING
 Systematic approach to better workplace.
 Involves arrangement, cleanliness, discipline and
maintenance of standards.
 Assigns a place for every thing and ensures
everything in its place.
 Is everybody’s responsibility.
 Is the starting point of any improvement activity.
 Means easy retrieval of information.

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 WHY HOUSE KEEPING

 Less equipment down time.

 More usable space.
 Passage ways are neat and clean.
 Abnormalities noticed at a glance.
 Eliminates accidents.
 Productivity improvement.
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 WHY HOUSE KEEPING
 Employees feel good if the work place is clean.
 Searching is avoided.
 Time wasted in handling reduced.
 No unnecessary supplies.
 Less rejection/rework.
 Better preventive maintenance.

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 SIMPLE BUT IMPORTANT
CONCEPT
 A neat and clean factory has higher productivity.
 A neat and clean factory produces fewer defects.
 A neat and clean factory meets deadlines better.
 A neat and clean factory is a much safer place to
work.
 THE FUNDAMENTAL TRUTH
If we cannot keep our workplaces
 Clean
 Orderly
 Accident free,
nobody will believe we can produce quality goods or at
least we are serious about producing quality.

5S provides the foundation on which other lean

methods, such as TPM, cellular manufacturing,
just-in-time production, and six sigma can be
introduced.
 Why 5 S
There are many reasons to begin your Lean journey
with 5S:
It can be done today
 Everyone can participate
 Waste is made visible
 Has a wide area of impact
 Improves quality
 Improves safety
 Improves morale
 Improves productivity
 Reduces set up times
 THE CONCEPT OF "5S"
 SEIRI Sort out

 SEITON Set in order

 SEISO Spick & span

 SEIKETSU Standardize

 SHITSUKE Sustain

Originally compiled by one of the Toyota Production System gurus: Iwao Kobayashi
Based on Japanese words that begin with ‘S’

Seiri Seiton Seiso Seiketsu Shitsuke

THE CONCEPT OF "5S"

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12
 THE FIRST PILLAR : SORT

Sort means that you remove

all items from the workplace
that are not needed for
current production operation.
 SEIRI - SEGREGATION
 This step distinguishes necessary and
unnecessary items and eliminates
unnecessary items.
 Sort through and then sort out
 Sort through what you have. Identify what you
need and discard what is unnecessary

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17
 SEIRI - SEGREGATION
Priority Frequency of Use How to use

Low Less than once per year, Throw away,

Once per year Store away from the
Workplace

Average At least twice in 6 months, Store together but

Once per month, offline
Once per week
High Once Per Day Locate at the
workplace
 Use the 48-Hour Rule

•Instead of keeping things around that might get used

someday, apply the 48-hour rule to everything in the
work area.

•The 48-hour rule says: If it is not going to be used in the

work area within 48 hours, it does not belong there.

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 WHY SORT IS IMPORTANT??
 A work environment in which
 Time
 Money
 Space
 Energy are not wasted
 Problems in work flow are reduced, communication is
improved, product quality is increased & productivity
is enhanced.
 Sorting enables them to reclaim valuable floor space
 MUDA ELIMINATION
Waste
Elimination
Leads to
Cost
Optimization &
Management
Excellence
 THE WASTES IN THE SHOP
FLOOR
Inventory
Related costs
Transportation
Quantity harder to sort out
Design obsolescence
Quality defects from WIP
Machine breakdowns
23
 Item Disposition List
Use this list to help determine the disposition of each red tagged item, then
transfer the information onto both the red tag and the Needless Item Log

Category Action
Obsolete  Sell
 Hold for depreciation
 Give away
 Throw away
Defective  Return to supplier
 Throw away
Used about once per week  Store in area

Used less than once per month  Store where accessible in plant
Seldom used  Store offsite (or in distant place)
 Sell
 Give or throw away
Use unknown Store until information is found
 THE WASTES IN THE SHOP FLOOR
 This is about removing from our selected area anything that simply
does NOT belong to it:
 Broken tools or parts, trash, remains of pipe, wire, paint, brushes, oil
cans; food wrappings and beverages' cans and bottles;
 Pieces of wood, metal, paper, anything that we keep "just in case",
defective products, more supplies than necessary for the next few hours
of process, finished or semi-finished products that are "waiting" to go to
the next process, pieces of clothing, rags, boxes, bags, etc.
 The team will need to break any attachment that they feel for some of
those items. "When in doubt, throw it out".
 Of course not everything that "does not belong in the area" is trash or
worthless, for this reason, we will create in advance (close by) what we
call a "parking" or "red-tag" area.
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 THE WASTES IN THE SHOP FLOOR
 Indeed, some items that evidently may have some value and are
useful in a different place of the plant or can be sold to someone else;
 we will tag using a simple "RED Label" of any size.
 Then all those items are carried to the "red tag area" and are made
available to people from other areas of the plant where they can and
will be utilized.
 The rest of items (worthless) will be properly disposed of. Ideally the
"red tag area" will be open for only a few days, then the valuable items
not needed should be moved to a warehouse and someone must take
care of them to return, sell, donate, or any other alternative.
 This should be accomplished in a reasonable timely manner. In
many cases we find some materials or pre-assemblies that can't be
processed because of a missing tool or wrong material or part.
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 THE WASTES IN THE SHOP FLOOR
 Remember: if it can't be processed in the next few hours, it does not
belong in the area.
 It should have not been brought to it in the first place.
 The "owner" of each area must become aware of the importance of
not allowing anyone to bring in anything that is not needed in the short
term.
 This becomes more understandable and supported by everyone as we
keep advancing in the 5S culture.
 Some materials, because of their nature, need to come to the area in
higher volumes than strictly required, for these we must assign an
appropriate rack or storage space close to the area where we can get
the materials we will use in the next period of time (usually not more than
4 hours).
 Exception will be made if they are very small pieces like rivets, screws,
etcetera, that we can hold within the reach of the operator without
causing any clutter or compromising workspace 27
THE SECOND PILLAR : SET IN
ORDER

Set in order can be defined as

arranging needed items so that
they are easy to use and
labelling them so that they are
easy to find and put away.
 SEITON --ARRANGEMENT

 This step enables determination of the type

of storage system and layout that will
guarantee that required amounts of
necessary items will be easily accessible.
 Set things in order by creating place for
everything .
 Put everything in it’s place .
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 SEITON --ARRANGEMENT

 Set in Order can only be implemented once the

first pillar, Sort, has cleared the work area of
unneeded items.
 Strategies for effective Set In Order include
painting floors, affixing labels and placards to
designate proper storage locations and
methods, outlining work areas and locations,
and installing modular shelving and cabinets.

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 SEITON --ARRANGEMENT
 Keeping accessibility as easy as
possible .
 Use the principle of wide range and
shallow depth for storage.
 Time saved in searching.

 Time saved in handling material.

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 PROBLEMS AVOIDED BY
IMPLEMENTING SET IN ORDER
Waste of
 Motion
 Searching
 Human energy
 Excess inventory
 Defective products
 Unsafe conditions
 HOW TO IMPLEMENT SET IN ORDER
Deciding appropriate locations
 Locate items in the workplace according to their
frequency of use
 Place frequently used items near the workplace
 Store infrequently used items away from the place of
use.
 A let go arrangement for tools so that they go back to
original place of storage
 HOW TO IMPLEMENT SET IN ORDER

 Equipment and tool organization - Simple,

organized storage with visual confirmation (you
know exactly where it goes and if it is
missing/empty with just a glance).
 Tools and equipment used most frequently
are closest to employee.
Workstations have a place for each tool with
no toolboxes or drawers that interfere with
visibility and require unneeded motion to open
and close.
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 HOW TO PROMOTE GOOD
ORDER
 Seldom used, enclose in a separate designated
place.
 No potential use, immediate disposal after careful
analysis.
 Potentially useful, move to a separate designated
place.
 Require special arrangement disposal.

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 THE THIRD PILLAR : SHINE

Shine means sweeping floors, wiping off

machinery, and generally making sure
that everything in the factory stays
clean.
Factory should be hospital clean &
outside area should be garden green!
 SEISO - CLEANING

 This step eliminates dirt, dust and other foreign matter to

make the workplace clean.
 Clean equipment, furniture, notice boards records etc.

 Keep the workplace spotless.

 Sweeping, wiping, polishing, painting etc.

 Making problems visible is the first step of improvement.

 try to eliminate the need to clean

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 CLEANING WITH MEANING
This step is very important and the team must focus
not only on cleaning the area, but also find the root
cause(s) or the origin(s) of contamination.
The purpose is to create awareness and go to the root
cause of the problem.
Everyday thousands of labour-hours are used to clean
machines and areas that should have not gotten dirty
in the first place.
 When the team is cleaning any part of the area, they
should ask themselves: How can we prevent this to get
dirty again?
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 CLEANING WITH MEANING
 This will take you to discover oil leaks, lose or missing
covers and opportunities to improve the behavior of
everyone.
 We all benefit from a cleaner space.
 You will agree that when a surface or area is very
clean, it is likely that anyone would feel uncomfortable
to throw something on the floor.
 This means that the third S is very useful to inspect
your equipment and installations.
 Cleaning is inspection, after that initial effort, it
will be much easier to keep the area clean.
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 CLEANING WITH MEANING
 Cleanliness contributes to make the area safer
and the people who work in it will be happier.
 Since happiness is a critical ingredient of quality,
you will start getting results in the product as well.
 In some cases when the area is somewhat
complex, we may need to create a Standard
Procedure to clean it well and keep it like that all the
time.
 The team must establish a self-audit system and
find out if any additional prevention is needed to
avoid contamination and decay of the area 40
THE FOURTH PILLAR :STANDARDIZE

Standardize is the result that

exists when the first three
pillars - sort, set in order and
shine are properly
maintained.
 SEIKETSU - STANDARDIZATION
 Provide objectives and indicate training goals.
 Provide a basis for training
 Create basis for audit and diagnosis.
 Provide a means for preventing recurrence of
errors and minimizing variability.
 The Place degenerates very quickly if we do not
standardize
SEIKETSU - STANDARDISATION
 To establish standards to maintain the
improvements
 Creating rules for checking &
countermeasures.
 Visual controls for standards and to reveal
abnormalities
 To prepare checklists and adhere to avoid
mistakes
 These are made by the people who work in
the area 43
 HOW TO IMPLEMENT
STANDARDIZE
Visual 5S
Anyone should
Distinguish normal & abnormal conditions.
At a glance
Five minute 5S
 HOW TO IMPLEMENT
STANDARDIZATION

 Audit the shop floor

 5S projects
 Review
THE FIFTH PILLAR : SUSTAIN

Sustain means making

a habit of properly
maintaining correct
procedures.
 SHITSUKE - DISCIPLINE

 Training to everyone.
 Develop norms and monitor success.
 This step is to ensure that everyone sticks
to the rules scrupulously and makes it a
habit
 Create general awareness about 4s.

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 SEIKETSU - TRAINING &
DISCIPLINE
 High employee Morale.

 Involvement of People in the Movement.

 Every one is sticking to the rules and
standards
 Practice by every one - makes perfect
 Good training for basic, habitual movements
& activities
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 SEIKETSU - TRAINING &
DISCIPLINE

understands, obeys, and practices the rules

eliminates the bad habits
forms good habits
maintains the improvements
looks for opportunities to improve

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 SEIKETSU - TRAINING &
DISCIPLINE
• This can be achieved by:
• education
• learning on the job
• making job descriptions, work instructions and schedules
• performing audits using checklists
• modeling the behavior that you desire from your
employees
• daily management attention and interest

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 5S IMPLEMENTATION
 Continuing to learn more about the 5S
 Helping to educate your co-workers about 5s
 Being enthusiastic about 5S implementation.
 Helping to promote 5S implementation efforts.
 Annual performance linked with 5S work habits
 Beyond boundaries – 5S campaign in nearby villages, schools
etc.
 Permanently marked locations for taking photographs
 Schedule for scrap removal
 Lubrication colour coding
 5S IMPLEMENTATION
Resistance to 5S

 It’s just going to get messy again anyway

 I wasn’t hired to clean, you can do it, I’m not going to
 I know where my things are
 We are clean and neat already
 We don’t have time to do 5S
 We already tried it and it didn’t work
 Don’t bother us with these little things, we’re here to work
 We have a cleaning crew

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 5S IMPLEMENTATION
The most common mistake companies make when implementing 5S is
the failure to train adequately at the outset.
Upper management and other members of the steering group must
have a working knowledge of 5S.
This starts with a thorough review of the 5S program, implementation
methods, team concepts, and the role of management.
Practical exercises, or a real world pilot project, should follow.
Since most steering group members work in the office, they should also
apply 5S to their own office or work area.
This activity will not only provide a practical understanding of 5S and
the kinds of issues that will need to be addressed throughout the
implementation,
 but it also communicates the commitment of upper management to a
company-wide 5S implementation.
At this point, management should endorse the formal Five S plan and
set dates for implementation.

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 5S IMPLEMENTATION
The implementation team, typically consisting of supervisors and
team leaders, is the next group to be trained.
Requiring the same training as upper management plus training in
team leadership, they should receive practical training through the
implementation of pilot projects.
A good approach is to carry out one pilot program under the
leadership of the 5S advisor (a consultant or internal resource fully
experienced in all aspects of 5S) and then to carry out a second one
on their own.
A program committee that includes the plant manager and some of
the area workers should coordinate the preliminary work.
Once the preliminary work is completed, plans describing
implementation of the Five S campaign should be prepared and
released.
When the results are satisfactory, the program can then be
launched company wide.

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 5S IMPLEMENTATION
The more closely workers are able to follow manufacturing standards,
procedures, and rules, the less likelihood there is of errors, defects, waste, and
accidents.
However, trying to impose discipline in an authoritarian manner will not get
far in most firms today.
Rather, people should be motivated to want to follow the rules because the
workplace rules are actually a set of shared values.
Shared values are achieved by coaching and team participation, not by
orders and penalties.
Implementation of 5S provides coaching by getting the workers to do the
simple things right.
Empowering shop floor workers to take control of their daily activities and
their work environment is the unifying principle of 5S.
By taking an active role in designing and maintaining their workplace,
workers take more pride in their work, leading to greater satisfaction and
higher productivity.

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 5S IMPLEMENTATION
The Gold Standard for 5S is that anyone should be able to find anything in
their own workplace in less than 30 seconds, and anywhere else in the
workplace in less than 5 minutes without talking to anyone, opening a book, or
turning on a computer.
5S is the foundation for successful lean implementation.
5S is the tool to begin, support, and sustain the lean journey.
Many organizations make some early 5S improvements and then slide back
into their old ways of doing things.
Other organizations continue to maintain their 5S programs for many years.
 What separates a successful 5S program from one that is headed for
failure?
An unsuccessful implementation of 5S was never a complete 5S
implementation.
The fifth “S” stands for “sustain;” if implemented completely, a 5S program
will have longevity.
There are three keys to successfully sustaining 5S: commitment, top
management support, and performance measurement.
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 5S IMPLEMENTATION
Key #1: Commitment.
The first key is to commit to all five S’s.
While this may appear to be obvious, look at the thinking of a well-meaning
executive who says: “We are just going to implement 3S for now. We aren’t
ready for all five.”
The fifth “S,” “Shitsuke” in Japanese, actually translates more closely to
“commitment” than “sustain.”
If your entire organization is not committed to 5S, your organization’s 5S
program will be short-lived.
Key #2: Top Management Support.
Commitment is not possible without top management’s visible support for the
program & all employees must believe that the organization has committed to
the program.
One way that we encourage top management to get involved on a continuing
basis is for them to conduct quarterly 5S visits in which executives inspect each
work area to 5S conditions and offer advice and support to the employees.
 Another effective method for demonstrating top management support is for
executives to mandate and participate in visible promotion of 5S.
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 5S IMPLEMENTATION
Some ways to promote 5S include:
Designated 5S days: Select a day per month or per quarter to
emphasize 5S throughout the plant.
Slogans: Select a 5S related slogan, post it in public areas
throughout the plant, pass out shirts made up with the slogan to
successful 5S teams, etc.
Public Announcements: In monthly or quarterly
announcements/all-employee meetings, take some time to
emphasize the importance of 5S.
Seminars: Have employees participate in seminars throughout
the year. Some of these should be 5S related.

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 5S IMPLEMENTATION
Key #3: Performance Measurement and Reward System.
The third key is to measure 5S performance in each work area
and set up a reward system to reward teams that achieve 5S
success.
Organizations that have successful 5S programs measure their
performance through weekly audits using checklists and score
sheets.
Results of the audits are posted in public areas. This creates an
atmosphere of friendly competition and will help to instill pride in the
teams you’ve set up.
This measurement and competition should be combined with a
reward system; most successful organizations offer monthly or
quarterly rewards for their teams in various 5S categories.
The rewards can range from movie tickets to cash bonuses.

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 5S IMPLEMENTATION

Five S is best implemented very gradually - often

over a one- or two-year period of time.

Rushing into it is sure to kill the program.

Because implementing five S can be such a big

job, some companies decide to institute it
department-by-department or building-by-building.

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 5S IMPLEMENTATION
Key for Standardize

 Make the rules, then follow and enforce them

 People usually think 5S fails at Sustain, but it
 typically fails at enforcing the rules
 Policies drive behaviors
 Make the rules simple and easy to follow
 Use immediate correction
 Lead by example
 Do not allow 5S to take a backseat to production

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 5S IMPLEMENTATION

Incorporate 5S Expectations into EVERY Employee's Job

Description
 If you want your work areas to remain swept, straightened, and
shiny, expect each employee to leave them that they when they go
home for the evening.
This is best accomplished by
(1) rewriting EVERY job description to include this expectation,
(2) emphasizing this expectation in work group meetings, and
(3) providing immediate performance feedback when a workplace
does not meet the expectation.

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 Implications on Environment
 There can be no TQM without 5S.

 A dirty factory or office cannot produce

quality products or service.
 Clutter hides the problem. A neat workplace promotes
easy discovery of abnormalities.
 5S is the starting point for all workplace improvements,
productivity, quality, cost, delivery, safety, service and
morale.
Let us create our own work place with our
own hands. Let us contribute to a cleaner
work place.
6th S is now included as “SHIKKARI
YAROU” -- “let us try hard”.
Every person should show initiative and
make a special effort.

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 Implications on Environment
Potential Benefits:
 Painting the machines and the equipment light colors
and cleaning the windows, often done under the Shine
pillar, decreases energy needs associated with lighting.
 Painting and cleaning makes it easier for workers to
notice spills or leaks quickly, thereby decreasing spill
response. This can significantly reduce waste
generation from spills and clean-up.

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 Implications on Environment
Potential Benefits:
The removal of obstacles and the marking of main
thoroughfares decrease the potential of accidents that could
lead to spills and associated hazardous waste generation
(e.g., spilled material, absorbent pads and clean up
materials).
Regular cleaning, as part of the Shine pillar, decreases
the accumulation of cuttings, shavings, dirt, and other
substances that can contaminate production processes and
result in defects. Reduction in defects has significant
environmental benefits (e.g., avoided materials, wastes, and
energy needed to produce the defective output; avoided
need to dispose of defective output).
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 Implications on Environment
Potential Benefits:
5S implementation can significantly reduce the square
footage needed for operations by organizing and disposing of
unused equipment and supplies. Less storage space
decreases energy needed to heat and light the space.
Organizing equipment, parts, and materials so they are easy
to find can significantly reduce unneeded consumption.
Employees are more likely to finish one batch of chemicals or
materials before opening or ordering more, resulting in fewer
chemicals or materials expiring and needing disposal.

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 Implications on Environment
Potential Benefits:
5S visual cues (e.g., signs, placards, scoreboards, laminated
procedures in workstations) can be used to raise employee
understanding of proper waste handling and management
procedures, as well as workplace hazards and appropriate
emergency response procedures.
5S techniques can be used to improve labeling of hazardous
materials and wastes. In addition, environmental procedures
often are separate from operating procedures, and they are not
easily accessible to the workstation. 5S implementation often
result is easy to read, laminated procedures located in
workstations.
Integration with 5S visual cues and operating procedures can
improve employee environmental management.
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69
70
 I P Rings
• 5S Organisation chart
Chairman – 5S Steering Committee – Zonal Managers
• Red Tag campaign for Seiri
• Paint marked gangways
• Fans, lights and other appliances numbered for
identification
• < 50 % score – Red Zone
• 51 – 74 % score – Blue Zone
• > 75 % Score – Green Zone