Clive

Sury

‘5S’

HOW TO

IMPLEMENT

What is 5S?

Benefits

Implementation

Sustainment

Examples

‘5S’ –AGENDA

5S is the foundation of Japanese Kaizen (Continuous

Improvement) methodology

Each ‘S’ is a dif ferent Japanese word and represents an

element of how to improve the workplace effectiveness

5S is a continuous system for maintaining and improving the

workplace

5S has significant impact on the cultural mindset of the team

WHAT IS ‘5S’?

Japanese Term English Equivalent Meaning in Japanese Context

Seiri Sort (Organisation)Throw away all rubbish and

unrelated materials

Seiton Straighten (Orderliness)Set everything in a proper place for

quick retrieval & storage

Seiso Shine (Cleanliness) Clean the area – everyone cleaning

Seiketsu Standards

Draft and implement standard

procedures & checklists for

maintaining systems and cleanliness

Shitsuke Sustainment (Discipline)Practise 5S daily – commitment and

making it a way of life

WHAT DOES EACH ‘S’ MEAN?

Continuous Improvement

Management System

Measures – KPIs

Defined processes & systems

5S – workplace efficiency & effectiveness; cultural mindset of the team

5S AS THE FOUNDATION STEP OF KAIZEN

Increases productivity, reduces waste

Customers have a better impression and

experience

Cleanliness is good for morale, health & safety

Equipment and systems are regularly inspected

and maintained

Creates teamwork & ownership

5S BENEFITS

Gain commitment and direct involvement of the senior

management team in following each step of 5S:

IMPLEMENTATION

1. SORT Background study of the current workplace

2. STRAIGHTENDefine revised workplace environment layout, equipment

and materials

3. SHINE Undertake ‘Special 5S Day’ to create the revised workplace

4. STANDARDS Draft and commit to standards to maintain 5S

5. SUSTAIN Use 5S inspection as basis for continuous improvement

5S - IMPLEMENTATION

SORT

• Workplace layouts

• Desks, equipment positioning

• Documents, materials positioning

• Storage systems

• Removal all unnecessary items

STRAIGHTEN

• Functional storage units

• Establish filing systems

• Control (White) Boards

• Labels, colour-coding of files, boxes, areas

SHINE

• Cleaning all surfaces, workstations, equipment, cupboards, work and customer areas

• Demonstration of cleaning as a means of inspection

STANDARDS

• Draft standards, checklists, policies and procedures

• Establish rules, codes of conduct, responsibilities

• Set routines for inspection

SUSTAINMENT

•Involve the whole team including senior management

•Assign responsibilities and practice accountability

•Conduct inspections as routine management practice

•Motivate and reward good 5S practice

IMPLEMENTATION STEPS

Step 1: Detailing reasons for 5S

Step 2: Background Study

Step 3: Agreement with managers & the team

Step 4: Special ‘5S’ Day

Step 5: Assigning responsibilities

Step 6: Incorporation into Business Practice

STEP 1 – TEAM BRIEFING

Operational Reviews identify where & how much waste in the current

operations – i .e. walking, waiting, looking for things, lack of equipment,

materials.

Operational Reviews identify improvements for team members – health

& safety, morale.

Operational Reviews identify improvements for customers – more user-

fr iendly layouts, access, improved displays, merchandising

5S is driver in cultural change – first step in getting team members

involved, motivated and ownership of improving their own work

environment

Direct support required from senior managers with training of all

managers & team members

Identification of all documents & materials – 5W’s & 1H for each

i tem

Assignment of responsibil ity for each item, removal of duplicates,

optimum levels of supplies, storage method, location

Review of existing workplace and customer areas

Use fol lowing guidelines to generate optimum layout, equipment

needs, storage of items as fol lows:

Low priority – Once a year used or less – throw out / keep in distant place

Med priority – once every 2-6mths, month, week – combine logically, systematically

High priority – once a day, hour – carry, keep at individual workplace

RED TAGGING of items to be removed, changed, cleaned, moved,

improved / repaired for Special 5S Day

STEP 2– BACKGROUND STUDY

STEP 3 – AGREEMENT TO REVISED

WORKPLACE

Commitment from all to proceed with 5S - & to own sustainment

duties/ mindset required

Development & consensus of revised layouts

Agreed format of what should be stored at workstation and at joint

access points

Identification & buying of necessary equipment, materials, cleaning

items

Ordering of any paint, maintenance, repair work, skip

Timing of Red Tag Day & Special 5S Day

Planning for Team Member reward night

Forward planning of individual responsibilities (House Duties)

STEP 4 - SPECIAL ‘5S’ DAY

Before ‘5S’ Photos taken

Before ‘5S’ Red Tagging of items to be removed, repaired, moved,

cleaned

Removing of all items to be discarded

Maintenance of required items, areas

Cleaning of all areas – highest standards

Introduction of new equipment, materials

Re-positioning of furniture, displays, etc…

Introduction of whiteboards, document holders…

Labelling, colour coding, signage…

End day review, sign-off

After ‘5S’ & Team Photos & display of pre-post state

End Day Team Briefing & Reward Night

STEP 5 – ASSIGNING RESPONSIBILITIES

Essential for sustainment is ownership of reviews and tasks

Standards & responsibil it ies agreed by managers & team

Will involve set standards for al l and individual assigned areas of

responsibil ity

Set standards examples – i.e. name badges, clear desk, removal of tea/

coffee cups from desk at end of day…

Individual Responsibilities for – i.e. brochures, car dressing, supporting

documentation, outside vehicle displays…

Duties evenly assigned throughout team

Constant application & ownership of responsibil ities if to be

effective

Quantify the benefits to customers, the team and the business

Agreement and commitment to maintain an efficient and effective

workplace

Draft checklists for inspecting the work areas, equipment, materials,

stocking and systems

Diarise checks and management review meetings

Feedback to the team results of checks

Involve the team and implement future operational improvements

Reward successes

STEP 5 - SUSTAINMENT

STEP 6: INCORPORATION IN BUSINESS

PRACTICE

Leadership by example

Constant reviews and feedback to individuals / team – formal

schedule

Daily & weekly routines established for managers & team members

Continuous test of responsibility & ownership for all

On-going Special 5S days – quarterly, year end

Reward good practice

Mindset / approach – a constant personal & business philosophy

VALETING BAY - BEFORE 5S & AFTER 5S

VALETING BAY - BEFORE 5S & AFTER 5S

VALETING BAY - 2 MONTHS AFTER 5S

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SALES SHOWROOM -

BEFORE & AFTER 5S