The 5S Methodology Sort, Set,
Shine, Standardize, Sustain in
Quality Management. Lean
Training
Dr Ahsan Ali Siddiqui
Consultant Public Health
Agenda
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What is it?
What’s it for?
How does it work?
When do you use it?
What’s an example?
What is it?
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5S is a workplace organization
technique
It is a way to involve associates in the
ownership of their workspace
It helps create and maintain the
efficiency and effectiveness of a work
area
5S is a common starting point for Lean activities in a company
What’s it for?
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It is a way to create:
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Cleaner work areas
More organization
Safer working conditions
Less wasted time
Efficient work processes and practices
More available space
How does it work?
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5S is most effective when applied in a
systematic way
The following video illustrates the 5S
methodology
5S Video
THE 5S PRINCIPLES
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SEIRI – Organisation/Sort out
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SEITON – Orderliness/Systemize
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SEISO – The Cleaning/Shining
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SEIKETSU – STANDARDIZE
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SHITSUKE - Sustain/Discipline
DISCOVERY OF 5S
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Thirty years ago researchers started
studying the secret of success of Japanese
manufacturing companies
5S turned out to be the most impressive
"secret"
The factories were so well organized that
abnormal situations were readily apparent
DISCOVERY OF 5S
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Equipment's were so clean and well
maintained that any problem such as a
loose bolt or leaking oil could be easily seen
This passion of cleanliness and orderliness
became a hallmark of Japanese
organizations
The Five S’s
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Sorting – separating the needed from the notneeded
Simplifying – a place for everything and
everything in its place, clean and ready to use
Systematic Cleaning or Sweeping – cleaning
for inspection
Standardizing – developing common methods for
consistency
Sustaining – holding the gains and improving
The First S - Sorting
Separating the Needed from the Not-Needed
 Eliminate not-needed items and perform an initial
cleaning
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Establish criteria/handling of items
Identify not-needed items
Move not-needed items to holding area
Conduct a white-elephant sale
Conduct an initial cleaning
The Second S - Simplifying
A place for everything and everything in its
place, clean and ready to use
 Arrange workplace for safety and efficiency
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Identify key equipment and supplies
Determine location for each item
Outline locations and zones
Develop shadow boards, label items
Document layout, equipment, supplies
The Third S – Systematic Cleaning
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Cleaning for Inspection
Perform daily cleaning and inspection to
understand work conditions
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Identify points to check for performance
Determine acceptable performance
Determine visual indicators/controls
Mark equipment/controls
Conduct daily cleaning/inspections
The Fourth S - Standardizing
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Developing Common Methods for
Consistency
Make abnormal conditions noticeable and
document agreements
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Document agreements and checks
Establish/document standard methods across
similar work areas
Document new standard methods
The Fifth S - Sustaining
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Holding the Gains and Improving
Maintain the gains from other 5S activities
and improve
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Determine 5S Level of Achievement
Perform routine checks
Analyze results of routine checks
Measure progress and plan for continuous
improvement
Getting Started
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Planning – launches your 5S activity
Evaluating – tells you what you need to do
Preparing – gets you ready for
implementation
Planning
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Assemble a 5S Lead team
Define the work area 5S boundaries
Assign work group members to their 5S areas
Install a 5S communication board
Determine 5S targets, activities, and schedule
Review/finalize plans with work group and
site leadership
5S Boundaries
Area 1
Monica & Chandler
Area 2
Joey & Phoebe
Area 3
Rachel & Ross
Area 4
Jerry & Kramer
Five S Communication Board
Five S
Team
Members
Five S
Boundaries
Five S
Routine
Checklist
Five S
Implementation
Plan
Levels
of
Achievement
Photos
Current
Situation
Photos
Five S
Implementation
Plan
Five S
Routine
Checklist
After Five S
Evaluating Your Initial Situation
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Prepare to take work area photos
Take work area photos
Evaluate current 5S Level of
Achievement
5S Workplace Organization
Levels of Achievement
Level 5:
Continuously
Improve
Level 4:
Focus on
Reliability
Level 3:
Make it
Visual
Level 2:
Focus on
Basics
Level 1:
Just
Beginning
Needed items are routinely
reworked/ replaced as
needed to improve work area
performance
Needed items can be
retrieved within 30 seconds
and require a minimum
number of steps
Problem sources are
documented with solutions
defined and implemented
M ethods for housekeeping,
labeling, inspections, and
work place design are
continually improved and
shared externally as
applicable
Needed items are routinely
Needed items have been
Daily inspection occurs to
Agreements for labeling,
assessed against business
minimized in number/ size and assess area readiness,
housekeeping, inspections,
needs to assure functionality are properly arranged for
potential problems are
and work place design are
and fit
retrieval and use
identified and fixed
consistently followed and
demonstrate area
performance improvement
A list of needed items for the Needed items have dedicated Visual controls for
Work area agreements for
work area has been
locations and are properly
equipment, files and supplies needed item labeling and
documented
labeled with required
have been established for the visual controls are posted
quantities
work area
and followed by work team
Root causes have been
eliminated and improvement
actions focus on developing
preventive methods
Sources and frequency of
problems are documented as
part of routine work, root
causes are identified, and
corrective action plans are
developed
Work team is routinely
checking area to maintain 5S
agreements and posting
results
Needed and not needed
items have been sorted and
not needed have been
removed from work area
Needed items have been
safely stored and organized
according to frequency of
use
Key work area items to be
checked are indentified and
documented
Work area agreements are
5S level has been determined
identified and documented
and posted on the
for needed item organization communication board
and work area controls
Needed and not needed
items are mixed throughout
the work area
Items are placed randomly
throughout the work place
Key work area items to be
checked during a sweep are
not identified
No work area agreements
exist
Sorting
Simplifying
Sweeping
Standardizing
There is no measurement of
5S performance
Sustaining
rev. 04-06-01
Preparing for Implementation
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Obtain existing standards for color-coding
and signage
Decide on 5S color-coding and signage
standards
Prepare for Sorting
Prepare for Simplifying
Prepare for Systematic Cleaning
Prepare for Standardizing
Prepare for Sustaining
Summary: Implementing Five S’s
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Share 5S Overview
Choose work area implementation group
Determine implementation targets, activities,
and schedules
Document current situation
Apply 5S’s
Document improvements
Determine new improvement goals and action
steps
Issues and Concerns
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Communicating across shifts
Disposing of, or moving, personal items
Making time available
Following agreements consistently
Maintaining the gains
Giving rewards and recognition
Integrating 5S with other improvement
activities
What’s an example?
What’s an example?
What’s an example?
Before
After
What’s an example?
What’s an example?
Questions?
THE END
THANK YOU