5S 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

What are 5S?

Hints

mplementin! 5S, my own e"perience

#irst step $ %rainin! mana!in! staff

Second step $ effective startin! of 5S

5S patrol %hird step $ turn 5S into daily task

Pitfall&

Principle of 5 S

%he 5S are prerequisites for any improvement pro!ram. 's waste is potential !ain, so

eliminatin! waste is a !ain. 5SPhilosophy focuses on effective work place or!ani(ation,simplifies work environment, reduces waste while improvin! quality and safety.

%here is no hope for efficiency or quality improvement with dirty work place, waste of timeand scrap.

%he five Sstand for the five first letters of these )apanese words$

Meaning

Seiri Sorting Out

Seiton Systematic Arrangement

Seiso Spic and Span

Seiketsu Standardizing

Shitsuke Self-discipline

*allin! this principle 5S is a !ood way to remem+er its content.

What are 5S?

Seiri

Sortin!, keep the necessary in work area, dispose or keep in a distant stora!e area lessfrequently used items, unneeded items are discarded.
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Seiri fi!hts the ha+it to keep thin!s +ecause they may +e useful someday. Seiri helpsto keep work area tidy, improves searchin! and fetchin! efficiency, and !enerally

clears much space. Seiri is also e"cellent way to !ain valua+le floor space andeliminate old +roken tools, o+solete i!s and fi"tures, scrap and e"cess raw material.

SeitonSystematic arran!ement for the most efficient andeffective retrieval. ' !ood e"ample of Seiton is the tool

panel. Effective Seiton can +e achieved +y paintin! floorsto visuali(e the dirt, outlinin! work areas and locations,shadow tool +oards. #or improvin! chan!eover time withSMED or reduce machine downtime throu!ht %otalProductive -aintenance TPM/ it is necessary to havetools at hand. So a specific mo+ile tool cart was desi!ned.'n other e"ample of Seiton are 0+room carts0. 'scleanin! is a maor part of 5Swe can custom made carts

to hold +rooms, mops and +uckets. Several carts havespecific locations and all employees can find them.

Seiton sayin! would +e$ "A place for everythingand everything on its place."

Seiso

*leanin!. 'fter the first thorou!h cleanin! when implementin! 5S, daily follow1up cleanin! isnecessary in order to sustain this improvement. *leanliness is also helpful to notice dama!eson equipment such as leaks, +reaka!e and misali!nment. %hese minor dama!es, if left

unattended, could lead to equipment failure and loss of production. 2e!ular cleanin! is atype of inspection. Seiso is an important part of +asic %P-3 %otal Productive -aintenanceandSafety matter throu!h cleanliness is o+vious.

Seiketsu

Standardi(in!. 4nce the first three Shave +een implemented, it should +e set as a standardso to keep these !ood practice work area. Without it, the situation will deteriorate ri!ht +ack

to old ha+its. Have an easy1to1follow standards and develop a structure to support it. 'llowemployees to oin the development of such standards.

%he firts S are often e"ecuted +y order. Seiketsu helps to turn it into natural,standard +ehaviour.

Shitsuke

#inally, to keep first 6 S alive, it is necessary to keep educatin! people maintainin!standards. 7y settin! up a formal system3 with display of results, follow1up, the nowcomplete 5S!et insured to live, and +e e"panded +eyond their initial limits, in an on!oin!improvement way3 the 8ai(enway.

%he effect of continuous improvement leads to less waste, +etter quality and faster leadtimes.
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Hints to 5S

%he 5S principle is gradualand necessarily in that order.

5S are for everybody, it is hopeless e"pectation for su+ordinates to follow 5S if mana!er

class does not comply to it.

5Sshow efficiency in time, transformin! the physical environment of work area and spirit of

allemployee levels.

'll this seems o+vious? 9ooks easy?

4f course there is nothin! really new, +ut +efore sayin! 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 chan!e, the natural tendency to return to the status quo and thegood old way.

'fter succeedin! in settin! up 5S, don;t for!et to keep them alive&

!ple!entin" 5S

#irst step$ !ple!entation fro! top

%he first implementation has to +e from top. f we can follow what we preach, others will

follow.


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5S patrol

Patrol usin! company and PS* checklist. #ollow cross department checks like in audits. '

department head cannot audit his own department.

't the end of each inspection make notes and remarks and discuss.

Third step$ turn 5S into daily task

When 5Sis kicked1off and this system understood, it will +e ready to +e turned into re!ularo+.

Documents

5S Principles