Document5s

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Singapore Productivity and Standards Board 1997 All rights reserved

TABLE OF CONTENTS

Introduction

Overall 5S Good Housekeeping Methodology

Implementation Steps

Top management’s commitment5S committee formationAction plan for 5S official launching and campaign months5S launching ceremony5S promotion and poster competitionGeneral 5S Practice GuidelinesModel WorkplaceTotal Clean-upEstablish monthly themeInter-department 5S Competition

Annex

Example of Recording FormatsExample of a 5S Basic Plan - 1 CycleExample of the 5S Launching Ceremony ProgrammeExample of Rules and Regulations of a 5S Poster CompetitionExamples of One-Is-Best GuidelinesExample of 5S Guidelines for the OfficeExample of Schedule for Monthly 5S ThemesExample of 5S Monthly Themes’ ChecklistExample of Evaluation Criteria for Organisation/DepartmentExample of Format for Seiton (Neatness) AnalysisExample of a Seiton (Neatness) ChecklistExample of a Seiso (Cleaning) Inspection ChecklistExample of Shitsuke (Discipline) ChecklistExample of an Individual Responsibility ChecklistExample of 5S Evaluation CriteriaExample of a 5S Good Housekeeping Inter-DepartmentalEvaluation Form

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5S GOOD HOUSEKEEPING GUIDE

Introduction

This 5S Good Housekeeping guide has been designed to provide the readerwith a systematic way to implement 5S in a company. The guide has mapped outthe various steps to follow for 5S implementation. This is a practical and easy tofollow “how to” guide. Examples are provided for each implementation step.Checklists and various forms have also been designed to help the reader todocument the 5S work.

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Overall 5S Good Housekeeping Methodology

Gain & CommunicateTop Management’s

Commitment

Advise on the Formation of the5S Committee

Prepare Action Plan for 5SOfficial Launching & Campaign Months

Organise 5S LaunchingCeremony

5S Promotion &Poster Competition

Prepare General5S Practice Guidelines

Designate Model Workplace

Companywide Deployment/Total Clean-Up

Establish Monthly Themes

Inter-Department5S Competition

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

Step 9

Step 10

Structure the 5S CommitteeEstablish the 5S Main CommitteeDefine Roles & Responsibilities

Overall GuidelinesSpecific Operational GuidelinesWork Area Guidelines

Steps to take to implementSeiri, Seiton, Seiso, Seiketsu, Shitsuke

Implementation Steps

Step 1 : Gain and communicate top management’s commitment

Identify areas where top management can show/communicate its commitment to5S. Some possible ways include:

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a) publicising the managment’s philosophy on 5Sb) sharing some key business issues with managers and stressing application

of the 5S to improve these issuesc) display photographs and/or slides of before and after 5S implementationd) allocating at least 2 hours a week for 5S

Step 2 : Advise on the formation of the 5S committee• Structuring the 5S Committee

The committee should be structured along the same vertical lines as theimplementing organisation. It should have top mangement at the top and shouldwork down through the QC circles at the bottom. The manager/supervisor/headof each workplace should be the manager/supervisor/head of that workplace’ssub-committee. In effect, it should parallel the company’s managementstructure.

• Establishing the 5S Main Committee

The next step is to form your 5S main committee with the people responsible forpromoting the 5S activities. The main committee should be the policy-makingbody for 5S activities and should be charged with planning and implementation,setting goals, creating the structures needed to make everyone 5S-minded, andall of the other work of promoting 5S activities.

• Defining roles and responsibilitiesEvaluation and Planning

The evaluation and planning people are central to the operation’s management.Because it is essential that this evaluation be done with authority, everyoneshould know who is doing the evaluation and they should be broadlyacknowledged as the most capable people available. The 5S Planning Officeshould be charged with formulating plans for implementing the 5S activities. Assuch, it should be working within the parameters set by the main committee andshould be looking at how these goals can best be achieved in each set ofcircumstances. The planning office should come up with plans that are bothreasonable and doable and that other people are inclined to follow. This meansbeing able to break down the process into stages and to set manageable tasksand achievable goals for each stage. It should also include planning forrecognition when these goals are met.

Ad-hoc Projects

Ad-hoc projects can be formulated as the need arises. When there are specificissues that need to be addressed - such as improving the dust collectionequipment - cross-departmental teams can be formed to work on them. Each

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team will have specific goals and specific timetables. It is advisable to recorddown who is in which work team and involved in which ad-hoc project .

Management’s Role

The top management should be involved at each level and should head theeffort at that level. It is a good idea to have meetings once or twice a month tofollow up and to discuss what kinds of support are needed for attaining prioritygoals. People lower down in the organisation are very astute, very criticalobservers, and everything you do will have an impact on the 5S activities’success or failure.

Step 3 : Prepare action plan for 5S official launching and campaign months

The plan should be in very broad terms such as 1 year, 2 years etc and it shouldbe constantly reviewed.

Example of a 5S Basic Plan - 1 Cycle Schedule

Activities Months 1 2 3 4 5 6 7 8 9 10 11 121 Top management commitment2 Establish 5S organisation structure3 5S training for all staff4 5S launching ceremony5 5S promotion6 Poster competition7 Establish monthly themes8 Designate model workplaces9 Companywide deployment10 Evaluate and review11 Inter-department 5S competition12 Ad-hoc 5S projects13 Follow-up 5S training14 Review 1 cycle 5S plan

Step 4: Organise 5S launching ceremony

The top management should also demonstrate the company’s commitment to 5Sby having a 5S launching ceremony. The purpose of the launching ceremony isto create an official start to the 5S programme and to show that it requires totalcompanywide effort.

Step 5 : 5S promotion and poster competition

Banners, slogans, posters and newsletters can be fully utilised to draw theattention of everyone to the 5S movement. A poster competititon can be held to

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create 5S awareness. An example of rules and regulations of the competition isshown below.Example of Rules and Regulations of a 5S Poster Competition

5S Poster Competition

Rules and regulations

Theme• To emphasis on the importance of 5S and results of its implementation

Participants’ qualification• All employees of the company are eligible to participate• Participants can be in group or individual• Each participant/group can submit more than one entry

Drawing materials• Drawing papers will be supplied by 5S main committee• Those interested in participating can obtain the drawing papers from their department/section head

Instructions to participants• Please refer to the poster displayed for reference• Particulars of participants are to be written at the back of the artwork and submitted to their respective

department/section head before the closing date

Period of competition 23/11/96 - 23/12/96Date of result announcement : One week after closing dateDate of prize presentation : All winners will be notified through their department/section

head within one week after the result announcement

Prizes1st prize : $150 in cash2nd prize : $100 in cash3rd prize : $50 in cash20 consolation prizes : $20 in cash

All participants will be given a souvenir worth $5 each

Step 6: Prepare general 5S practice guidelines

Alternative 1 : Overall Guidelines

1. Make a decision and implement it eg the decision to get rid of everything thatis not needed, the decision to have a major housecleaning, and the decisionto have 5-minute clean-up periods.

2. Make tools and use them eg special shelves and stands for things,instructional labels and placement figures.

3. Do things that demand improvements as prerequisites eg covers to preventfilings from scattering and measures to prevent leakage.

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4. Do things that require help from other departments eg fixing defectivemachinery, changing the layout and preventing oil leakage.

Alternative 2 : Specific Operational Guidelines

The guidelines could also be more specific eg the one-is-best guideline asshown below.

Examples of One-Is-Best Guidelines

One-page memos

Limit all reports, memos and the like to one page(A4 size).• This will cut down paperwork.• Improve the quality of writing -write from the

reader’s perspective.• Write reports that add value commercially-

limit distribution.

One-hour meetings

Limit meetings to 1 hour.• This will cut down time spent in meetings.• Arrange procedures before the meeting and

follow-up after the meeting-reduce the amountof wasted time.

• Hold meaningful meetings-review whether ornot each meeting is really necessary and limitparticipation.

Alternative 3 : Work Area Guidelines

Simple but effective guidelines can also be written by work area eg office andfactory shopfloor. An example is shown below.

Example of 5S Guidelines for the Office

Office machines • Assign ownership to each equipment• Clean and inspect equipments regularly• Reset equipments for use by next person• Band wires systematically for safety and neatness

Cabinets • Label contents on cabinet doors• Classify files by category for easy retrieval• Always return files to designated positions after use

Step 7:Designate model workplace

In moving the 5S to the actual workplace, there is no need to jump in all at once.It might be easier to designate model workplaces or model areas. This willdevelop experience and show the other workplaces or areas what can beaccomplished.

Step 8: Companywide deployment / Total Clean-up

• The main committee should plan for a day when the total clean-up isexercised. The longer the housecleaning is put off, the longer it is likely to

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take. Total housecleaning can be done together with monthly campaignsthemes but they are better done independently. How the total clean-up isdone will depend on what is being cleaned up. The total clean-up has to gofrom rooftops to the shopfloor. It has to deal with each piece of equipmentseparately. It may have to include the outside grounds as well.There are twothings to keep in mind during a total clean-up, safety and breakageprevention.

Although the total clean-up is basically the same as getting rid of things notneeded, there may be some things that are not needed or cannot be used butcannot be taken and thrown out just yet. Hence it is important to make athorough inspection of all the places. It is a good idea to get out a floor plan ofthe plant and mark a big “P” on those problem areas.

Step 9:Establish monthly theme

Practice is the best way to ensure that people are able to do what they aresupposed to do on a daily basis. Although the daily routine should be a constantreinforcement of good habits, all too often the daily routine is boring. Hence, it isimportant to designate specific themes for practice sessions and to haveeverybody practice the same thing. A game can be made out of it - first for funand then as a competition. Even if people already know how to do something,practicing it this way will refresh their memories.

A more structured set of monthly campaign themes is to go through the 5 stepsin housekeeping as one cycle and then repeating and refining it for the nextcycle. A simple checklist is given for each step (duration for each step can be 1or 2 months) below.

Example of Schedule for Monthly 5S Theme

MonthlyThemes

Months 1 2 3 4 5 6 7 8 9 10 11 12

SeiriSeitonSeisoSeiketsuShitsuke

Example of 5S Monthly Theme Checklist

Theme ChecklistOrganisation (Seiri)Stratificationmanagement anddealing with the causes

• Throw out the things not needed• Deal with causes of dirt and leaks• Housecleaning• Treat defects and breakage• Inspect covers and troughs to prevent leakage and scatter• Clean the grounds

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• Organise the warehouseNeatness (Seiton)Functional storage andeliminating the need tolook for things

• Everything has a clearly designated place• Thirty-second storage and retrieval• Filing standards• Zoning and placement marks• First in, first out

Cleaning (Seiso)Cleaning as inspectionand degrees ofcleanliness

• Individual responsibility• Make cleaning and inspection easier• Sparkling clean campaigns• Clean even the places most people do not notice

Standardisation(Seiketsu)Visual managementand 5S standardisation

• OK marks• Danger zones marked on meters• Labelling (Thermal, Voltage, Oil, etc)• Directional markings & labels• Warning colours• Responsibility labels• Wire management• Inspection marks• Colour coding• “ I-can-do-it-blindfolded” placement• 5S calendars

Discipline (Shitsuke)Habit formation and adisciplined workplace

• All-together cleaning• Exercise time• Pick-up practice• Wear safety shoes• 5S manuals• Practice dealing with emergencies• Individual responsibility• Telephone and communication practice• Seeing is believing

Theme 1:Seiri (Organisation)

Organisation is the art of throwing things away. It is important to save things, butit is just as important to throw things out. And most important of all is knowingwhat to discard, what to save, and how to save things so that they can beaccessed later. A decision on how extensive and how big the project is needs tobe made. Most people opt to do a thorough job and combine this with a majorhousecleaning.

Steps to takeDecide on the scope of the operation (what workplaces and zones) and thetargets to be achieved. Examples of targets to be achieved are:• To halve stock levels• To save one box of each thing• To fill so many two-ton truckss

Teach people to recognise what is unnecessary. Where to look (egs)• Passageways and corners• Larger stocks than needed of bits, tools, jigs and measurement devices

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• Extra machinery, stands, racks and carts

Quantify and assessBe sure to keep a record of everything that is thrown out - what is it and howmuch of it. Make decisions and assessments on what is to be discarded andwhere to store what. (See below)

Example of Evaluation Criteria for Organisation

Category Degree of Need (Frequency of Use) Storage MethodLow • Things not used in the past year

• Things only used once in the last 6 -

12 months

• Throw them out • Store at a distance

Average • Things only used once in the last 2 -6 months

• Things used more than once amonth

• Store in central place in the workplace• Be sure to put them back where they

belong (board with pictures or colourcoding)

High • Things used once a week• Things used every day• Things used hourly

• Store near the work site or carry on theperson

• Number and colour code files for bothshelf and order

• Keep them easy to get out, easy to putaway and easy to understand where theyshould be

Perform management inspection and assessment, and provide pointers on howto do better next timeGet people to take things out of shelves and justify anything they wanted to putback.

Theme 2:Seiton (Neatness)After disposing the things that are not needed, the next question is to make thedecisions on how many of what should be put where. Neatness means puttingthings away with efficiency, quality and safety in mind.

Steps to takeAnalyse the status quoAnayse how people get things out and put them away, and why it takes so long

Example of Format for Neatness Analysis

Work Time ProblemsAsk name • Do not know what things are called

• Find outRetrieval • Not sure where things are kept

• Storage site far away• Storage sites scattered all around• Repeat trips

Search • Hard to find because many things are there

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• Not labelled• Not there, but not clear whether it is out or somebody is using

it• Unclear if spares exist (no ledger and nowhere to ask)

Retrieve • Hard to get out• Too big to carry• Need to set or assemble• Too heavy to carry

Bring • No way to transport

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Decide where things belong1. Have no more than one of any one part on hand at any given time eg half

inventories.2. Determine the analytical method for storage stratification and layout eg

things that are used frequently might be better near the door, heavy thingsshould be where they can be moved easily.

3. Standardise naming

Decide how things should be put away• Study putting away functionallyThings that look the same, have similar names, or have similar number shouldbe placed some distance apart, draw the outline of the tool on the tool board,different colours can be used to avoid confusion, have lines and a name panelso that when you push the button by the name of the tool, a light would light upthe tool board by the tool that is wanted.

• Names and locationsIn doing 5S, it is important that everything has a name and location. Thesenames should be simple and easy to understand. They should be reinforced egby having them written on the tool boards and even on the tools themselves. Inassigning storage space, designate not only the location, but even the shelf.Item and location names go together eg the storage location is on the tool andthe tool’s name is on the storage location.

• Making it easy to get things out and put them awayIt helps to have diagrams and lights.It helps if storage locations are not all overthe place.It is important that sets and kits be complete and that spares areavailable. The system should be understandable whether the classification is byfunction, process or product. Things that are used the most should be theeasiest to get to. On the job itself, things should be within easy reach - knee toshoulder height most convenient.Design spaces to fit each item eg fan belts andother loops can be hung, hoses and cables can be wound and little things canbe in containers

Obey the put-away rules

Example of a Seiton Checklist

Items Pointers Yes NoOutlining andplacement marks

• Outline passageways• Mark clearly where everything goes• Straight-line, right-angle rule and horizontal-perpendicular

rule for layout• Create zones• Colour-coding

Everything should • Name everything

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have a nameA place foreverything andeverything in itsplace

• No more homeless items• Even if someone is just using something temporarily, it

should be clear where it if

Quickidentification

• Arrows and lamps• No more helter-skelter storage• Frequent-use items easiest to get to

Safe storage • Heavy things on the bottom and on dollies• Benches and ladders

Out-of-stock • Have a reorder note when stocks get down to the reorderpoint

Materials andwork-in-progress

• Designate set places• Decide how many of what should be there• First in, first out• Space set aside for defectives - use colour coding

Small items andconsumables

• Keep supply boxes only about 80% full and have a clearline indicating where to stop to avoid overflow and spillage

• Put lids on containers and supply them is setsLabelling supplies • Designate places

• Indicate how long they are going to be up• Notices, posters and signs should be aligned along the top

Theme 3:Seiso (Cleaning)Macro Level:Cleaning everything and dealing with the overall causesIndividual Level:Cleaning specific workplaces and specific pieces of machineryMicro Level:Cleaning specific parts and tools and the causes of grime areidentified and corrected

Steps To TakeDivide area into zones and allocate responsibility for each zonea) Decide what has to be cleaned, decide the order, and then do it.b) Analyse the sources of the problemsc) Revise the way the cleaning is done and the tools usedd) Decide on the rules to be observed to keep things looking the way you want

them to

Example of a Cleaning Inspection Checklist

Category Cleaning Illustration (Pictures)Equipment If there are parts that get dirty every day, they

should be cleaned every dayIn cleaning moving parts, be sure to stop theequipment before you start cleaning

Moving parts Clean these with clean rags - and never with airblastsAir blasts can blow grime onto the surfaces andcreate friction. Air hoses can also blow grime intopeople’s eyes

Limit switches Clean off grime and dirtRemember to stop the equipment before you startcleaning

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Theme 4:Seiketsu (Standardisation)A repetition of organisation, neatness and cleaning and as a constantawareness and activity to ensure that the 5S status is maintained.

How to : Visual ManagementIn conducting visual management, it is important to have clear standards thateveryone can understand. The standards should be visually displayed andbased on visual cues that make it possible to identify the problem when there istrouble eg shoe patterns on the floor.Standards should be produced with the fullparticipation of all the people who will actually be using them.

Points to remember in making visual control tools:1. Make them easy to see from a distance2. Put the displays on the things they are for3. Make them so that anyone can tell what is right and what is wrong4. Make them so that anybody can use them easily and conveniently5. Make them so that anybody can follow them and make the necessary

corrections easily6. Make them so that using them makes the workplace brighter and more

orderly

Theme 5:Shitsuke (Discipline)Steps to take1. Standardise (systemise) behaviour if you want good results2. Correct communications and training makes for assured quality3. Arrange it so that everybody takes part and everybody does something, and

then work on implementation4. Arrange things so that everybody feels responsible for what he or she does

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Example of Discipline Checklist

Things to do

Factory Office

Threeminute

5S activities

• Check your own clothing• Check for any leakage or

droppage, and pick up anyparts, work, trash, orwhatever that is on the floor

• Wipe the temperature labels,position markings, and otherimportant places with a rag

• Wipe up any water, oil orwhatever that may havespilled or leaked

• Realign anything that is outof place

• Check your own clothing• Check for any leakage or

droppage, and pick up anyparts, work, trash, orwhatever that is on the floor

• Straighten your desktop• Check where your desk and

filing cabinets are and fixthem if they are out of place

Five minute5S activities

• Clean up the plates andlabels and make sure theyare clearly legible

• Wipe the main places on themachinery with a rag

• Make sure all of the bits andtools are where they shouldbe

• Get rid of anything that is notneeded there

• Get rid of things you do notneed or personal effects inyour desk drawers

• Check where the filingcabinets, bookcases, andother furniture are and fixthem if they are out of place

Ten minute5S activities

• Wipe the key parts and otherplaces on the machinery witha rag

• Fix any labels that might becoming off

• Clean the floor• Get rid of the trash in the

trash bins• Check the labels,

instructions, and oil inlets,and fix anything that is amiss

• Get rid of anything that youdo not need that is on top offiling cabinets, bookcases,and other furniture

• Fix any labels that might becoming off

• Clean the floor• Check to see that the files

are numbered, in properorder, and all accounted for

• Check to see how manypencils, erasers, and otherthings you have

If people are following standard operating procedures and if things are the waythey should be, you can reasonably expect that the output will be good. If outputis better when people are not following SOP, you need to change your SOP.Following these procedures is the individual worker’s responsibility. It is alsopossible to draw up an individual responsibility checklist.

Step 10: Inter-department 5S competition

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Team competitions are a useful way to sustain interest. The other aims of thecompetitions could be to achieve the following:1. To motivate employees to “show off” their 5S skills2. To ensure support and high participation by all levels of staff3. To build up the 5S spirit and create a conducive 5S work environment4. To encourage a high standard of 5S practice at the work place

Example of 5S Evaluation Criteria

Department A Level 1 Level 2 Level 3 Level 4 Level 5Seiri 30second put

away and getout

Able todistinguishbetweennecessary andunnecessary

Have clearlydesignatedplaces foreverything

Storage placesclearly labelled

Things putaway for easyaccess

Can accessand put awayin 30 secondsfor betterefficiency

Seiton Visualcontrols -Showing flowdirections

Educationcompleted andknow howmany areneeded

50-70% ofpipes arepainted andlabelled

70-99% ofpipes arepainted andlabelled

All pipes arepainted andlabelled

Haveequipmentmap. Regularinspections toensure work iserror-free andsafety isassured

Seiso Cleaning ( ofmainequipment)

Have cleaningplans withdelineation ofindividualresponsibilititesand map

Cleaning oflubricationparts andaroundequipmentcompleted

Cleaning ofperipheralequipmentcompleted

Cleaning ofmainequipmentcompleted

Able to detectproblems in themaking as wellas abnormalnoises,temperaturelevels,vibrations, etc

The evaluation criteria have to be explained to and accepted by everyone.Everyone should be able to do a self-evaluation and see where they need morework. Labels can be designed to illustrate the status of achievement by eachdepartment and to post the results after the evaluation

Annex

This section of the guide provides examples of checklists and forms that can behelpful when implementing 5S. The diagram below shows the forms that can beused for each implementation stage.

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Gain & CommunicateTop Management’s

Commitment

Advise on the Formation of the5S Committee

Prepare Action Plan for 5SOfficial Launching & Campaign Months

Organise 5S LaunchingCeremony

5S Promotion &Poster Competition

Prepare General5S Practice Guidelines

Designate Model Workplace

Companywide Deployment/Total Clean-Up

Establish Monthly Themes

Inter-Department5S Competition

Step 1

Step 2

Step 3

Step 4

Step 5

Step 6

Step 7

Step 8

Step 9

Step 10

Form 1aForm 1bWork Team and Ad-Hoc Project

Form 5One-is-Best GuidelinesForm 65S Guidelines for the Office

Form 7Schedule for Monthly 5S ThemeForm 85S Monthly Theme ChecklistForm 9Evaluation Criteria Form 10 Seiton AnalysisForm 11Seiton ChecklistForm 12Seiso Inspection ChecklistForm 13Shitsuke ChecklistForm 14Individual Responsibility Checklist

Form 25S Basic Plan 1 Cycle Schedule

Form 35S Launching Ceremony Programme

Form 4Rules & Regulations of a 5S Poster Competition

Form 155S Evaluation CriteriaForm 165S Evaluation Form

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Example of Recording Formats

Form 1aDEPARTMENTAL 5S WORK TEAM

DepartmentDept/Section HdTotal No of StaffLeaderMembers Members

12345

Dept/Section HdSignatureDate (As at)

Form 1bAD-HOC 5S PROJECT

Project NameTimeframeLeaderMembers/Department

Members From which Department

123456

Project LeaderSignatureDate (As at)

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Example of a 5S Basic Plan - 1 Cycle

Form 25S BASIC PLAN - I CYCLE (ONE YEAR PERIOD)

Company :

PlannedActivities

Months 1 2 3 4 5 6 7 8 9 10 11 12

1234567891011121314

How to use:

1. To list down all confirmed activities for a one year period 2. To estimate when each of these activities will begin and end

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Example of the 5S Launching Ceremony Programme

Form 35S Launching Ceremony Programme

Company :

TIME PROGRAMME/ACTIVITIES PERSON-IN-CHARGE

DURATION(mins)

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Example of Rules and Regulations of a 5S Poster Competition

Form 45S Poster Competition Rules & Regulations

Company :Theme

Participants’ qualification

Drawing materials

Instructions to participants

Period of competition

Date of result announcement

Date of prize presentation

Prizes

How to use:

Theme• What is the objective of the poster competitionParticipants’ qualification• Who is eligible to participate? Individual vs Group participation?• What is the maximum number of entries per individual or group?Drawing materials• Who will supply the materials?• Where to obtain the materials?Instructions to participants• Is it necessary to provide an example to the staff?• What are the individual/group particulars required for the competition?• Who to submit the entries to?Prizes• What are the 1st, 2nd, 3rd prizes?• How many and what is the consolation prize?• Are there going to be souvenirs for participation effort?

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Examples of One-Is-Best Guidelines

Form 5One-is-Best Guidelines

Department :

Time period :

One-is-Best Themes Objective Improvement Areas12345678910Dept Hd Signature

Date (as of)

How to use:

1. To list down one-is-best themes by deparment 2. To also state the objective of each of the theme 3. To provide the possible areas of improvement

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Example of 5S Guidelines for the Office

Form 65S Guidelines for the Office

Department/Section:

Department/SectionEquipment, Rooms,Furniture & Fixtures, etc

What is Required

Equipment

Rooms

Furniture & Fixtures

Etc

How to use:

1. To list down the areas of improvement by categories by sections 2. To list down the improvement / action steps required

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Example of Schedule for Monthly 5S Themes

Form 7Monthly 5S Themes Schedule

Company :MonthlyThemes

Months 1 2 3 4 5 6 7 8 9 10 11 12

SeiriSeitonSeisoSeiketsuShitsuke

How to use:

1. To plot the timeframe for each monthly theme ie when each monthly theme isto commence

2. To also take into consideration that the earlier themes will have a continuous

improvement timeframe while new themes are being introduced

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Example of 5S Monthly Themes’ Checklist

Form 85S Monthly Themes’ Checklist

Company :

Theme Company Overall ChecklistOrganisation (Seiri)Stratification management anddealing with the causes

Neatness (Seiton)Functional storage andeliminating the need to look forthings

Cleaning (Seiso)Cleaning as inspection anddegrees of cleanliness

Standardisation (Seiketsu)Visual management and 5Sstandardisation

Discipline (Shitsuke)Habit formation and adisciplined workplace

How to use:

1. To list down overall company 5S activities by 5S housekeeping steps

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Example of Evaluation Criteria for Organisation/Department

Form 9Evaluation Criteria for Company/Department

Company/Department :

Category Degree of Need(Frequency of Use)

Storage Method

Low

Average

High

How to use:

1. To categorise the degree of need or frequency of usage by low, average andhigh categories

2. To define what is considered low, average and high frequency of usage by

the time factor 3. To list storage method by frequency of usage

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Example of Format for Seiton (Neatness) Analysis

Form 10Seiton (Neatness) Analysis

Company/Department:

Neatnessactivity

Time taken(beforeimprovement)

Problemsencountered

Improvementaction taken

Time taken(afterimprovement)

12345678910

How to use:

1. To list down all categories of “neatness” activity 2. To monitor time taken to perform the activity 3. To list down the problems encountered in performing the activity 4. To document all improvement activities taken to reduce (2) 5. To monitor time taken after implementation of improvement activities to

perform the task

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Example of a Seiton (Neatness) Checklist

Form 11Seiton (Neatness) Checklist

Company / Department :

Items Pointers Plsindicate(X)Yes No

How to use :

1. To list down generic neatness activity by department or overall company 2. To list down necessary steps to be taken to ensure neatness 3. To monitor whether these steps are observed or not

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Example of a Seiso (Cleaning) Inspection Checklist

Form 12Seiso (Cleaning) Inspection Checklist

Company / Department :

Category Cleaning Steps Illustration (Pictures)

How to use:

1. To list down the different categories for cleaning by department 2. To list down what is required and “how to” clean 3. To attach pictures or illustration of how the category of things are to be clean.

The illustration must have clear name indications of parts

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Example of Shitsuke (Discipline) Checklist

Form 13Shitsuke (Discipline) Checklist

Company :

Things to doFactory Office

Threeminute

5Sactivities

Fiveminute

5Sactivities

Tenminute

5Sactivities

How to use:

1. To list down all habit formation activity by timing and areas of work

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Example of an Individual Responsibility Checklist

Form 145S Individual Responsibility Checklist

Name:

Motto : Streamlining for straight-line processes

Results

Items My responsibilities Target Oct Nov Dec Jan

Act as soon as you discover anything amiss

How to use ;

1. To list down responsibility items 2. To list down individual responsibility actions for each item 3. To set targets for each individual responsibility action 4. To monitor results of each individual responsibility action and compare with

target set

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Example of 5S Evaluation Criteria

Form 155S Evaluation Criteria

Department :

Items Evaluationcriteria

Level 1 Level 2 Level 3 Level 4 Level 5

Seiri

Seiton

Seiso

Seiketsu

Shitsuke

How to use :

1. To list evaluation criteria by 5S housekeeping stages by departments 2. To list a progression of activities to be achieved from the evaluation criteria

listed for each 5S stage 3. To limit the progression of activities to a maximum of 5 levels and a minimum

of 3 levels

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Example of a 5S Good Housekeeping Inter-Departmental Evaluation Form

Form 165S Good Housekeeping Inter-Departmental Evaluation Form

Company :

Evaluation Date :

Evaluator :

Dept Items for Evaluation Total Area(s) forimprovement

Seiri Seiton Seiso Seiketsu Shitsuke

Rating : Maximum 5 points for each factor

Evaluator Signature

How to use :

1. To list down areas of evaluation with reference to Form 15 by department 2. To rate each of the items by department 3. To list down areas for improvement simultaneously while doing the rating for

each department

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Documents

Document5s