5 s principles

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Principles of 5 S

Efficient work and quality require clean environment, safety and discipline. 5S

are simple, effective rules for tidiness.

Contents

Principles of 5S

Hints

Implementing 5S, my own experience

irst step ! "raining managing staff

Second step ! effective starting of 5S

5S patrol

"#ird step ! turn 5S into daily task Pitfall$

Principle of 5 S

"#e 5S are prerequisites for any improvement program. %s waste is potential gain, soeliminating waste is a gain. 5SP#ilosop#y focuses on effective work place organi&ation,implifies work environment, reduces waste w#ile improving quality and safety."#ere is no #ope for efficiency or quality improvement wit# dirty work place, waste of time

and scrap.

"#e five Sstand for t#e five first letters of t#ese 'apanese words!

Meaning

Seiri Sorting Out

Seiton Systematic Arrangement

Seiso Spic and Span

Seiketsu Standardizing

Shitsuke Self-discipline

(alling t#is principle 5S is a good way to remem)er its content.

What are 5S?

Seiri

Sorting, keep t#e necessary in work area, dispose or keep in a distant storage area less

frequently used items, unneeded items are discarded.
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Seiri fig#ts t#e #a)it to keep t#ings )ecause t#ey may )e useful someday. Seiri #elpsto keep work area tidy, improves searc#ing and fetc#ing efficiency, and generally

clears muc# space. Seiri is also excellent way to gain valua)le floor space andeliminate old )roken tools, o)solete *igs and fixtures, scrap and excess raw material.

SeitonSystematic arrangement for t#e most efficient andeffective retrieval. % good example of Seiton is t#e tool

panel. Effective Seiton can )e ac#ieved )y painting floorsto visuali&e t#e dirt, outlining work areas and locations,s#adow tool )oards. or improving c#angeover time wit#SMED or reduce mac#ine downtime t#roug#t "otalProductive +aintenance TPM- it is necessary to #avetools at #and. So a specific mo)ile tool cart was designed.%n ot#er example of Seiton are )room carts. %scleaning is a ma*or part of 5Swe custom made carts to

#old )rooms, mops and )uckets. Several carts #avespecific locations and all employees can find t#em.

Seiton saying would )e! "A place for everythingand everything on its place."

Seiso

(leaning. %fter t#e first t#oroug# cleaning w#en implementing 5S, daily follow/up cleaning isnecessary in order to sustain t#is improvement. (leanliness is also #elpful to notice damageson equipment suc# as leaks, )reakage and misalignment. "#ese minor damages, if left

unattended, could lead to equipment failure and loss of production. 0egular cleaning is atype of inspection. Seiso is an important part of )asic "P+1 "otal Productive +aintenanceandSafety matter t#roug# cleanliness is o)vious.

Seiketsu

Standardi&ing. 2nce t#e first t#ree S#ave )een implemented, it s#ould )e set as a standardso to keep t#ese good practice work area. 3it#out it, t#e situation will deteriorate rig#t )ack

to old #a)its. Have an easy/to/follow standards and develop a structure to support it. %llowemployees to *oin t#e development of suc# standards.

"#e 4 firts S are often executed )y order. Seiketsu #elps to turn it into natural,standard )e#aviour.

Shitsuke

inally, to keep first S alive, it is necessary to keep educating people maintainingstandards. 6y setting up a formal system1 wit# display of results, follow/up, t#e nowcomplete 5Sget insured to live, and )e expanded )eyond t#eir initial limits, in an ongoingimprovement way1 t#e 7ai&enway.

"#e effect of continuous improvement leads to less waste, )etter quality and faster leadtimes.
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Hints to 5S

"#e 5S principle is gradualand necessarily in t#at order.

5S are for everybody, it is #opeless expectation for su)ordinates to follow 5S if managerclass does not comply to it.

5Ss#ow efficiency in time, transforming t#e p#ysical environment of work area and spirit of

allemployee levels.

%ll t#is seems o)vious8 9ooks easy8

2f course t#ere is not#ing really new, )ut )efore saying it is so simple or even dou)t itsefficiency, try to set up 5S for yourself, for your unit. :ou will see difficulties and reluctance,

so called resistance to c#ange, t#e natural tendency to return to t#e status quo and t#egood old way.

%fter succeeding in setting up 5S, don;t forget to keep t#em alive$

!ple!entin" 5S# !y o$n e%perience

%s 5Sare fundamental prerequisite for 'apanese industrial met#ods, implementing t#em ina formal way was a ma*or pro*ect, from t#e start of our unit.

&irst step ' Trainin" !ana"in" staff

"#e first training was given to managers, foremen and line leaders. In addition to t#ecourse, frequent visits on t#e s#op floor revealed numerous examples of lack of order,

tidiness, )ut dust, o)solete parts or documents still lying around...

"#is was t#e moment to memori&e initial status and kick/off improvement ideas.In t#e same time we worked on 5S, we introduced 7%I


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2ver five mont#s, one Sper mont#, sections #ad to turn ideas e.g! planned actions- intoreality.

irst actions consisted mainly in cleaning, sorting and marking inventory &ones, corridors...

Progress and compliance to rules were monitored )y a mont#ly 5S patrol.

5S patrol

Some managers, foremen or line leaders were entitled )ot# as responsi)le for 5Sin t#eirarea and patrolman. (#airman of t#at organi&ation was t#e ?uality Insurance manager."o involve every)ody, two different workers were c#osen eac# mont#, to *oin t#e patrol.

Patrol used evaluation s#eets, )ased on t#e company rules. % couple of inspectors were

given several sectors to c#eck. "wo patrols could c#eck a same sector. Patrol planning wasdone so t#at eac# sector was c#ecked over t#e mont#s.

%t t#e end of eac# audit patrol-, evaluation s#eets wit# notes and remarks were gat#eredand discussed.

"#e 5S co!!ittee c#airman ?uality Insurance manager- gat#ered t#e s#eets andcalculated a glo)al result. % c#art wit# all results was finally displayed.

5S Improvement 0equests could )e issued to some responsi)le person, requesting aconcrete answer to some specific point. "#is person s#ould respond quickly, proposing a

deadline for clearing t#at trou)lesome point.

Third step ' turn 5S into daily task

3#en 5Swere kicked/off and t#is system understood, it was ready to )e turned into regular

*o).(early 5S tar"etwere assigned to divisions, as a part of t#eir quality targets. %verage

result of all mont#ly 5S auditss#ould meet t#at target. So patrols were kept after kick/offperiod.

So!e pitfalls

%n essential condition for long term success of 5Sis management;s commitment.

+anaging staff must keep pressure to avoid natural )e#aviors to ruin t#e firstac#ievements."#emselves must )e#ave like examples.

"o admit twists to 5S ruleswill poison t#em, making long term commitment questiona)le.

Evaluation standard criterion must adapt to specific conditions, for example to avoid

production staff to claim a)out constraints office workers don;t #ave1 cleanliness and tidinessis easier to keep in office t#an works#op...

5 s principles

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