5'S MANUAL

7/23/2019 5'S MANUAL

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Sort

Set-In-Order

Shine

Standardize

Sustain

A factory that has not adopted the 5-S’s is dirty with oil, dirt, and chips. Partsand boxes are lying around in non-designated areas; high precisionequipent is bought, but not aintained. !hen a "ig or fixture is needed, it

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f f

Here’s what 5-S means:Sort

Separate what is needed and what is notneeded, and +eep only those things that areneeded in the wor+place. %iscard

unnecessary ites.

Set-In-Order *eatly place and identify needed wor+ ites.%esignate a place for eery thing so thatanyone can find it. Always put things bac+ in

their designated spots.

Shinelean up. Always aintain a clean and shinywor+ place. &dentify why things are gettingdirty.

Standardize l d l f dh i t th

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OK, what happens when the 5-S’s are used?

5-S is the Top Salesperson

• A *eat and lean )acility ipresses custoers

• A *eat and lean )acility wins ore contracts

• A *eat and lean )acility is ore productie

•

A *eat and lean )acility produces fewer defects

5-S is Thrifty 0 A *eat and lean )acility is thrifty and econoi(es on eerything

5-S is the Engine of Safety

0 A *eat and lean )acility is spacious, bright, isibly appealing0 A *eat and lean )acility is a uch safer place to wor+

!or+ areas and traffic areas are clearly ar+ed

1oses and electrical cords are not on the floor

5-S is a Timekeeper

0 A *eat and lean )acility eets deadlines better

5-S romotes Standardization

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0 A 4et-&t-%one attitude is the rule.

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How do we implement a 5-S program$

Step 1 – Align the organization to adopt 5-S • /anageent and hourly associates participate

• Assign a 5-S chapion deoted to the ean Prograo &n charge of all 5-S education and prootingo ead by exaple 6 Proote gradual ipleentation strategy and

continuous iproeent inoling eeryone

o %eclare the start of the 5-S oeentStep 2 – Schedule Kaizen Activities within individual workcells

• &nitial 7ai(en eents should be conducted in areas with high ipact, but fairlyeasy to ipleent

o Sort - onduct a 8ed #agging 9ento :Set &n 'rder- 'rgani(e 9quipent, #ools, Parts and /aterials

o Shine < /a+e eerything Spic and Span - onduct a leaning 9ento Standardi(e

#a+e Pictures of efore and After

9stablish display and reporting boards

• Set aside = to > days for the eent

• #he wor+ cell leader is the focus - get rid of unnecessary things

• %isposal of soe ites will be controlled by the anageent teao 2aluable iteso &tes for which responsibility is un+nown

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Sort: Separate what is needed and what is not

needed, and +eep only those things that areneeded in the wor+place. Discard unnecessary items

Soething used once a year would not be aneeryday ite. And we would not necessarily need

all of the eeryday ites at once; but if lost, areplaceent would be necessary.

The %ey to Sorting Sort does not ean that you throw out only ites that you are sure you willneer need. *or does it ean that you arrange things into neat, straight

patterns. &hen you sort' you lea(e only the #are essentials) !hen indou"t# throw it out$

Meaning

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Step @ - /a+e a clear standard for deciding what is necessary0 #hings used once in a day

la!e !lose to area of use

0 #hings used once a wee+la!e !lose to the pro!ess

0 #hings used once in onthsla!e !lose to the plant

0 #hings we don’t +now if we’ll usela!e in a temporary storage

B&f not used in one year, ta+e further easures -throw away.C

0 #hings not usedThrow away

Step < hoose a wor+ area where success is sure; schedule a

red tag eent and hae associates straighten upaccording to the standard

Method

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!e don%t need things we can%t use)0 !orn out gloes, sand paper, etc.

0 !orn down drills, taps, and punches0 &naccurate icroeters, calipers, and other easuring tools0 Digs that can’t be used

Are re&ects lined up with good parts' 0 As soon as re"ects are found, put the in the re"ect area.0 8eoe defectie parts fro the wor+ cell at the end of eery shift

!e don%t need things we don%t use0 &nentory, coponents of products not being ade, or unfinished parts0 'ld prototypes or saples

!e don%t need a product we can%t sell 0 #hings whose design has becoe outdated.0 #hings ade in excess, due to ista+en expectations

0 #hings unable to be sold because they hae rusted or rotted!e don%t need things that slow us down

• %oors which ust be opened or closed

Exam les

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"he 'ed "ag Strateg! is a simple method for

identif!ing potentiall! unneeded items in the

wor%cell, e#aluating their usefulness, and dealing

with them a ro riatel

Red Tag Targets

Inventory Equipment Physical Areas

Raw aterials

Procured Parts

In!Process Inventory

"inished Parts

achines

#igs $ Tools

%its $ &auges

Ta'les( )omputers

"loors

*helves

+alkways

,peration Areas

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.

Set-In-Order: • *eatly place and identify needed wor+ ites. %esignate a place

for eery needed ite so that anyone can find it• Always put things bac+ in their designated spots

• /a+e it so that new eployees, people fro other copanies, orpeople who seldo coe to the plant can find things easily

• %esign a storage place that is well ar+ed so that necessaryites can be ta+en out quic+ly and used easily

• reate storage space that a+es it easy to return things to theirplaces and see if they’re issing

• &f things are in order, tie wasted due to searching is eliinated.

&astes *(oided #y Implementing Set-In-Order @. !aste of tie searching for parts or tools !aste fro stopping the process

Meaning

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http://slidepdf.com/reader/full/5s-manual 12/44Step 1 - Straigten up toroug!"

Meaning

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Step 4 - #isp!a"

• ocate display in the storage area

• %isplay the actual ite to be stored

• abel and identify the storage location of each ite

• Sign-out sheets can be used to +eep trac+ of ites

Examples

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Arrange 9quipent for easy access toparts by operator

Examples

Examples

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Standardi(e by ta+ing pictures, drawing s+etches, and ar+ing floor so

eeryone +nows where the equipent belongs.• Fse shadow boards to standardi(e location of hand tools

• Place Shadow boards for easyaccess of tools by operator

• /ar+ addresses on both rac+sand totes

• %esignate location and label itfor all aterials

• Fse bins as signals for production when possible

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1ere’s how to store parts and in-process inentory• Place parts according to +ind, and a+e the aount easily seen

• /a+e first in, first out possible

• /a+e the area only big enough for the necessary aount

• /a+e it so that when there are too any parts, they protrude fro the

area. #his way anything abnoral can be discoered• After eerything’s put in order, post written standards in the area and

train eeryone in the wor+place

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Shine: lean with a purpose and always

aintain a clean and shiny wor+ place.

9en if you straighten up, put things in order,and arrange necessary ites so they caneasily be ta+en out, it’s not enough unless theob"ect ta+en out is in a usable condition. 9nsuring equipent is in usable condition is the priary purpose of shine.

• 4et rid of all garbage and dust fro the wor+ area• lean eerything fro the floor, the walls, the ceiling, and een the

it id f th fl t li ht th i id f bi t

Meaning

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Step @ - )irst, get rid of all that dirt

• Fse the top down cleaning ethod < clean fro the ceiling to the floor

• lean thoroughly with a broo, op, and a dust cloth• /a+e sure that the office staff and the leaders participate.

#hey should use the broos, too?

Step - orrect any issues uncoered by cleaning up

•

A bupy floor a+es transport difficult, it scratches theproducts, and is not safe

• &s there any trouble with any of the achineryE

Step = - Pinpoint the root cause of dirt and cut it off at the source.

•

Are you cleaning eery day, but are still unable to +eep things cleanE• Pinpoint the root source of the dirt and ta+e correctie easures so

that dirt does not occur

Method

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Exam les%irst& start $it so'e Sine (c!eaning) too!s

• Are there any dirty dust cloths or ops hanging upE

• Are there any broos that can’t be usedE

• Also, anage broos and ops by +eeping a certainfixed nuber of the

#uring periods of $or* stoppage& e+er"one can

e!p 'a*e our area sine, first stage starts$it deciding on .oundar" !ines,

• orderlines on the floor are distinct

• oundary lines on the floor organi(e traffic within theplant

• #hings are at right angles and parallel

• *othing is to be placed on the line• 8edraw faded lines. )aded or dirty lines are a source

of accidents and are dangerous

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Step 1: Initia! C!eaning

#horoughly reoe debris and containants fro the equipent andreoe unused equipent parts.

• 9liinate causes of deterioration such as dirt and dust

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Breakdowns Setup / d!ustment

"dlin# and $inor Stoppa#es

5 +illars o) ,+M

@. &proeent Actiities designed to iproe equipent effectieness! 9liinate the G big

equipent losses

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Standardize: ecoe a role odel for adhering to the standards of the

first three S’s and encourage others to follow the. /a+e rules andprocedures to proote a good wor+ enironent until the first three S’sbecoe eerybody’s second nature.

Meaning

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&f we consistently use the first three S’s H

Sort, Set-&n-'rder, and Shine; we will find iteasy to standardi(e our wor+ ethods andcontinuously iproe our efficiency and

Meaning

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• %esign

& will design a product that has been decided, in the way that ithas been decided, on the day that it has been decided.

• Production !or+ Place

& process thedesignated aterial,with the designatedachine, following thepre-deterinedethods.

• /aterials& procure the decidedaterials, onthe designated day, at the decided price.

0 Shipping & delier the designated product on the decidedshipping date to the designated place.

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!e ay not understand difficult things li+e 3 or industrialengineering, but we are doing things "ust the way they hae beendecided.

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Meaning

Sel) Discipline*

/aintain and practice tefirst four S0s, e torougin straigtening up& puttingtings in order and c!eaning,

'nce you start the 5S’s do not let the fade outhalfway through and coe to nothing. #he cycle of starting outstrong and then losing enthusias causes people to resist changeand therefore to resist iproeent that is essential to our future.!hen this occurs the copany tends to fall into a rut.

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#he best way to oercoe this type of thin+ing is tobrea+ the cycle and really deote ourseles to thecontinuous iproeent progra and 5-S approach.

!e can all wor+ together and a+e this a successfulway of conducting our day-to-day business.

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Step @ - /aintain 5-S awareness

• !e need to be continually otiated to iproe the copany and

proote the 5-S progra.• %istribute a 5-S newsletter, 5-S posters, 5-S awards, 5-S otto, 5-S

%ay H always continuing to inspire fresh, new enthusias• %eelop a trigger for ipleenting &proeent actiities

Step - reate opportunities to iproe the 5-S

• 4roup tools to use are$ 5-S obseration tours

ontinuing 7ai(en wor+shops

#ea and /anageent Audits using !or+place 'rgani(ation #ool

#ea and /anageent Audits using leaning and ubrication

Standards and 2isual !or+ &nstructions

Step = f S

Meaning

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Step 1 - )irst, we decide things together

• 9eryone a+es decisions together regarding the wor+ area

• %esign or :plan-how eetings are held

• Ftili(e 2isual /anageent ethods to counicate

Step 2 - Present things that hae been decided so that anyone can

understand the • *ot so that they hae to read to understand, but so they can see and

understand• /a+e it so that anyone can understand within ten seconds

Step 3 - Point out iediately when things are not being

ipleented as decided• 8aises issues on the spot

• %on’t be shy, because we’re all doing this together

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0et’s look at one day’s work19ery orning hae a 5 inute eeting before starting wor+

• heerful and ready to wor+• !ith all tools and proper gear

• 9eryone sharing inforation

As soon as the orning eeting is oer, go to wor+ stations.•

onfir today’s "ob• hec+ aterials and achines per startup procedure

• %on’t forget safety procedures and protectie gear

'peration begins at the designated tie• !ith the designated aterial

•

Fsing the designated achines• )ollowing the designated ethods

5 S atters at brea+ and lunch

Examples

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@ #he 7ey toSorting - !astes Aoided by &pleenting Sort• !aste of Space, including sheles and cabinets

• Parts and Products becoe unusable and obsolete• !aste of tie in haing to oe things around I search for parts

• !aste in control of unneeded ites

• !aste of tie during inentory

%ecide which ob"ects need red tags attached

• &nentory, achinery, and facilities are sub"ect to scrutiny

= %ecide on rules for red tags 6 Attach 8ed #ags

8eoing All Fnnecessary &tes < 8ed #ag

Actiity

Sort does not ean that you throw out only ites thatyou are sure you will neer need. *or does it eanthat you arrange things into neat, straight patterns.

&hen you sort' you lea(e only the #are essentials)!hen in dou"t# throw it out$

Procedure

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@ %ecide quantity and location of ites to be stored in the cabinet.• )requently used ites are placed close and at an easily reached

height.• Arrange by function or process.

%eterine the placeent ethod so it can be easily seen if an ite isin place.• &f the returning tas+ is helped by using different shapes use a base

Procedure

- -

Prooting SET I/ O23E2 insideabinets

Arrange ites in cabinets so they can bereoed quic+ly and easily when needed

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1 Prepare paint or tape

• )ixed positionHuse paint.• )lexible positionHuse tape

• !hite < Production area

• 8ed < *onconforing aterial or tools

• 4reen < !&P or replenishent

• lue < 9quipent• Lellow < Safety or aution

Procedure

- -

larifying ocation for Part Sheles andhutes

learly identify the location of partssheles and chutes so parts are easilyand efficiently accessible.

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4) Set-In-Order: Tool#oes

• Place toolboxes as close as possible to the point of useo %ecide on a conenient place in the wor+ area to place toolso #he ore it’s used, the closer to the process you place it

• %esignate a place foreery needed tool so

anyone can find it

• abel the location with the toolnuber 6 type.

• &f practical, labelthe tool as well

- -

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@ !hen ites are bro+en on the shop floor, operators should be

instructed to report to their superisors iediately.• 9xplain at eery opportunity the need to alert superisors and a+e

the aware of the bro+en ites.

2 Allocate responsibilities to each operator and hold the accountable

for any defects or failures within that area.• Allocate eeryone an area centered around his or her wor+ area

til th ti h b d

Procedure

PROCEDURES: SHINE

Preenting 'b"ects fro getting bro+enby being left unattended

ro+en ites are repaired iediately orreplaced with new ites

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@ %ecide on areas of wor+, aisle, and parts storage

%raw white or yellow lines

• ine width to be @MM , or > inches.• %rawn straight fro one end to the other

PROCEDURES: SHINE

&dentifying !or+ Areas BPainting or#aping inesC

y painting or taping white or yellow lines, theentire plant is to be diided into$

• !or+ Area

• Aisle Area• Parts Area

Procedure

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@ 1ae a :cleanup day when eeryone ta+es part in :spring cleaning

• #arget aisles, rest areas, and other coon use areas.B9xaple$ aisles will be cleaned after lunch on )ridays.C

Allocate an area to each operator and hold hi or her responsible forcleaning within that area• Allocated area should be in each operator’s own wor+ area, so

Procedure

PROCEDURES: SHINE

/aintaining 'perations withoutob"ects being dropped, lea+ing, andgetting dirty

7eep areas clean and orderly and a stateof cleanliness will be aintained.

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@ /a+e certain what has been decided is counicated to eery personconcerned•9xplain at eery orning eeting

• 1ae eeryone caution people who are not coplying with directions

Superisors should audit this procedure once a wee+, chec+ing fornoncopliance•)ollow Fp to preent recurrence

•Set a schedule to be followed at all ties

B9xaple$ eery #uesday at @$MM p..C•Pursue causes of :non-conforance

Procedure

PROCEDURES: SHINE

9nsuring 9eryone’s Participation

'nce an area has been iproed, it isiportant to hae copliance by eeryone

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1, or*p!ace Organi4ation (5-S)

Categor" 6a!uation %actors 6a!uation Co''ents6a!uation

Rating

1 7 18

Safet"

Fnsafe, any

ha(ards, policiesloosely enforced,local ordinances

iolated

/oderately safe.

)ew ha(ards,policies enforcedsoewhat, generallocal copliance

2ery safe, no

ha(ards, rigidadherence topolicies, full local

copliance

9igting rigtness

Poorly lit, dingy,loo+s li+e a cae, no

fresh paint

/oderately lit, soefresh paint in offices,

ceilings, walls,achines, floor

rightly lit, freshlypainted floors,

ceilings, offices,achines and walls

C!ean!iness

2ery dirty, floors notclean, dust 6 oil onachines, des+sand chairs dirty

4enerally clean,floors, offices,

achines soewhatclean, soe end of

shift cleaning

'ffices 6 factoryiaculate, no dustand oil on achines,floors free of debris

Order

2ery cluttered, lotsof "un+ in aisles andwor+ areas, des+s

and cabinets

disorgani(ed

Soe training atassociate leel

'nly critical iteson shop floor, offices

and wor+ areasclear, ar+ing on

floor and use of shadow boards

O+era!! Pig Sty '7, but not great oo+s li+e a hospital

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8ed #agategory

@. 8aw /aterial

. &n Process Stoc+

=. Sei )inished4oods

>. )inished 4ood

5. 9quipent

G. %ies and Digs

N. #ools and SuppliesO. /easuring %eices

. %ocuents

@M.'ther

&te *aeand *uber

3uantity Fnits Q 2alue

8eason-. *ot *eeded

/. %efectie

0. *ot *eeded Soon

1. Scrap /aterial

2. Fse Fn+nown

3. 'ther

%isposal y %epartent 6 usiness Fnit 6 Product enter

Posting %ate %isposal %ate

8ed #agategory

@. 8aw /aterial

. &n ProcessStoc+

=. Sei )inished4oods

>. )inished 4ood

5. 9quipent

G. %ies and Digs

N. #ools and Supplies

O. /easuring %eices

. %ocuents

@M. 'ther

&te *ae and*uber

3uantity Fnits Q 2alue

8eason@. *ot *eeded. %efectie=. *ot *eeded Soon

>. Scrap /aterial5. Fse Fn+nownG. 'ther

%isposal y %epartent 6 usiness Fnit 6 Product enter

Posting %ate %isposal %ate

7/23/2019 5'S MANUAL


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