LEAN
LEAN 5S Launching for JU
JANUARY 2013
1
What is 5S?
 The concept of 5S originated in Japan
 It forms the backbone of the workplace organization in the
Toyota Production System
 5S is a series of steps for individuals and teams to arrange
their work areas to create and maintain an organized, clean,
and high performance workplace
 5S is the foundation for continuous improvement, zero
defects, cost reduction, and a safe work area
What does 5S stand for?
Sort
Simplify
Sweep
Standardize
Self-discipline
Step 1
SEIRI (Segregate and Eliminate – SORT)
Clearly distinguish needed items from unnecessary items and eliminate what is
not needed.
Step 2
SEITON (Arrange and Identify – SIMPLIFY)
Arrange needed items so that they can be found quickly by anybody.
Step 3
SEISO (Daily Cleanup Process – SWEEP)
Create a spotless workplace.
Step 4
SEIKETSU (Constant Adherence to the First Three Steps and Safety – STANDARDIZE)
Standardize cleanup activities so that these actions are specific and
easy to perform. Create and maintain a safe work environment.
Step 5
SHITSUKI (Achieve Habitual Compliance – SELF-DISCIPLINE)
Promote adherence to maintaining a high performance, high quality
and safe work environment. Use visual performance measurement tools.
FOCUS on ROOT CAUSES of waste and efficiency
and work to eliminate them!
STEP 1
Seiri
Sort
‫ رتب‬,‫ نظم‬,‫ عاشر‬,‫فرز‬
Organization
Dispose
What is Sort?
• The first step in
5S
• Originally called
‘Seiri’ in
Japanese
• Distinguish
between the
necessary and
unnecessary
items in a given
area
• Then remove the
unnecessary
Requires setting clear sorting criteria and procedures and allocating
resources and time to get it done right with minimal risk to operations
Why Sort?
The removal of waste and unnecessary clutter from
the work space helps us avoid the following:
 The lab/office/field site becomes increasingly
cluttered, crowded and hard to work in
o Lockers, shelves, and cabinets used to store
unneeded items put ‘walls’ between employees
 Excess inventory and equipment which are costly
to maintain
o Unneeded items and equipment make it difficult
to improve workflow
 Unsafe work conditions
o Environmental hazards
Have you seen this before?
Can you work here?
How do we manage our
storage areas?
Before Sort
After Sort
Key Questions - Sort
Before you go to the next stage, consider the following  Was management involved in the process? Did they ‘walk their
talk’ and be an example?
 Do employees understand the reason for ‘Sort’?
 Has the planned 5S area been completely sorted?
 Have all rubbish items been properly disposed?
 Have legal and environmental regulations/requirements followed in
disposing and storing the sorted items?
 Was a list created for all special/expensive items that were
removed or sold?
 Has the area been adequately cleaned?
STEP 2
Seiton
Simplify
Set in Order
‫ يسر‬,‫بسط‬
Neatness
30 sec retrieval
What is Simplify?
• The second step in 5S
• Originally called ‘Seiton’
in Japanese; can also be
translated as ‘Set in
order’ or ‘Straighten’
• Arrange items so they
can quickly and easily
found by anybody
• Everything has its place
and in its place
• Safety as well as motion
economy determines the
location of items
Identify key areas to simplify, encourage team solutions, and align with
business goals and priorities
Why Simplify?
• You can do things quicker and
easier
• Time spent looking for items is
reduced or even eliminated
• Errors in item retrieval are
reduced
• Increased safety due to items not
being left in walkways etc.
• Easier stock maintenance due to
increased visibility
Motion waste
Searching waste
Transport waste
Waste of human energy
Waste of excess inventory
Waste of defective products
Unsafe conditions
Think of a pit crew at a F1 race, every item is positioned to error proof and
speed the process, and to eliminate all wasted motion:
7 Seconds to change 4 tires, fill the gas tank, wash the helmet, and
give the driver a drink.
Key Areas to Simplify
• Lay-out or floor plan
• Location of ‘parts’ (e.g. files,
consumables, bottles, references,
equipment)
• Inventory of consumables and
supplies
• Usage and storage of files and
information
Simplify Example
• Bottles are ‘prepared’
and ready for use
• Stored in a designated
area that keeps it safe
and easily accessible
• Shelves are labelled to
identify items quicker
• Visually easier to see if
supply needs to
replenished
Key Questions - Simplify
Before you go to the next stage, consider the following  Has the team reviewed the workflow to make activities more
efficient (and safe!)
 Has the team arranged and labeled the equipment, tools, files,
consumables, supplies, etc. so that anyone (even new staff) can
find and locate what they need without difficulty?
 Have the people in the area been made aware/trained of the
implemented changes?
 Are the changes in accordance with local safety/environmental
regulations or standards?
STEP 3
Seiso
Sweep
Shine
‫ تطهير‬,‫تنظيف‬
Cleaning
DIY
What is Sweep?
• The 3rd stage of 5S
• Originally called ‘Seiso’ in Japanese it can
also be translated as ‘Shine’.
• Emphasizes removal of dirt, waste paper and
materials, and clutter from the work area for
good.
• Careful and systematic cleaning will help spot
potential problems. Cleaning in this case is, in
fact, careful checking.
Identify root causes of clutter, make cleaning
part of job, train people, and implement a
housekeeping plan
What happens if we don’t Sweep?
• Errors and ‘abnormal conditions’ are
more difficult to see compared to a
well-lit and clean environment
• Puddles of chemicals and water cause
slipping and injuries
• Machines not maintained regularly
which increases break down frequency
and affects consistency of results
• Increases risk of contamination which
affects quality of results
• Filthy work environments lower
employee morale
Admin Area
Before Sweep
After Sweep
Key Questions - Sweep
• Has the team identified target areas for ‘sweeping’?
• Have SOPs/ work instructions/ and other related documents
revised to incorporate the new cleaning activities?
• Has a housekeeping schedule (daily/monthly/yearly) been
implemented? Are people responsible adequately trained?
• Do the relevant stakeholders agree with the new cleaning
activities? Is there someone responsible to ensure the cleaning
activities are implemented and maintained?
STEP 4
Seiketsu
Standardize
‫ قاس‬,‫ إختبر بمعيار‬,‫عاير‬
Transparency of
Storage
What is Standardize?
• The 4th stage of 5S
• Originally called Seiketsu in
Japanese and can be
translated as ‘Systemise’.
• It ties the first 3 stages (Sort,
Simplify, Sweep) together
• Changes are made clear and
understood by all
Determine level of
standardization, develop new
or update existing guidelines,
use visual management tools
Why Standardize?
• Easier to train new
employees
• Less room for errors and
scrap
• Work area is more organized;
making it easier to work faster
and with less error
• Work area is safer
• Better consistency in
products and services
provided to customers
Everyone should agree on the way to do things, document it, and
actually do it.
Key Questions - Standardize
• Have procedures/work instructions created or updated
based on the key changes introduced in the previous
stages?
• Do people now share a common approach to getting
things done in the work area (particularly those related
to changes introduced in the previous changes)?
• Is there a system by which
procedures/labels/schedules, etc. are regularly
reviewed and improved in the future?
STEP 5
Shitsuke
Self-discipline
Sustainenance
‫انضباط النفس‬
On Becoming a
culture
What is Self-discipline?
• Although this is listed as the
5th step in 5S, Self-discipline
starts from DAY 1 of
implementation
• Originally called ‘Shitsuke’ in
Japanese and also translated
as ‘Sustain’
• As the term it implies, it
means that the 5S mentality is
ingrained in everyday work life
and procedures.
Make 5S part of day-to-day work, reward good efforts, build on
initial improvements
Why Self-discipline?
• If this is not done, things
will go back to the old
ways
• Self-discipline ensure the
5s cycle continues
• Like the lab at the right,
after the initial sorting,
simplifying and sweeping,
it means having to do it all
again after some time
With commitment, the gains are sustained
Without commitment, the first four Ss quickly falls apart
Key questions – Self-discipline
• Have the 5S benefits adequately communicated to key
stakeholders?
• Are the people adequately trained to carry-out the 5S activities?
• Is there a system in place to monitor and follow-up 5S tasks?
• Was a 5S ‘audit’ conducted? Were the results communicated and
corrective actions implemented?
• Were the people who helped/championed 5S recognized?
• Are measures in place to ensure work areas and processes are
regularly evaluated and improved?
What does 5S stand for?
Sort
Simplify
Sweep
Standardize
Self-discipline
Step 1
SEIRI (Segregate and Eliminate – SORT)
Clearly distinguish needed items from unnecessary items and eliminate what is
not needed.
Step 2
SEITON (Arrange and Identify – SIMPLIFY)
Arrange needed items so that they can be found quickly by anybody.
Step 3
SEISO (Daily Cleanup Process – SWEEP)
Create a spotless workplace.
Step 4
SEIKETSU (Constant Adherence to the First Three Steps and Safety – STANDARDIZE)
Standardize cleanup activities so that these actions are specific and
easy to perform. Create and maintain a safe work environment.
Step 5
SHITSUKI (Achieve Habitual Compliance – SELF-DISCIPLINE)
Promote adherence to maintaining a high performance, high quality
and safe work environment. Use visual performance measurement tools.
NOW is the BEST TIME to START
PHASE
1
Preparations
* Understanding philosophy and benefits of 5S
* Organize 5S Working Committee
* Train 5S facilitators and practitioners
2
Dean’s Official Announcement
* Publicize 5S organization and assignments by area
* Promote 5S with banners, posters and newsletters
* Organize basic 5S training programs for all colleagues
3
PREPARATION
ROLL-OUT
11
MONTH
STEP
12
1
2
MAINTENANCE AND UPGRADING
3
4
5
6
7
8
9
10 11
12
1
2
3
→
→
Big Cleaning by All Colleagues
* Organize a full-day of ‘Big Cleaning Day’ twice a year
* Organize small groups who are responsible for assignments in divided
areas of the company’s premises.
* Provide enough cleaning tools and materials
* Implement a division-wide big cleaning for one day
* Big cleaning includes the elimination of unnecessary items and wastes
4
Initial Seiri
* Establish a Disposal Standard for unnecessary items
* Organize a full-day of Seiri activity twice a year
* Everyone concentrates to identify and stratify unnecessary items for
elimination
* Unnecessary items that cost a lot should be evaluated so as to prevent
the occurrence of such waste
5
Daily Seiri, Seiton and Seiso
* Seiri: Throw away things that are not needed and not being used
* Seiton: Improve locations and methods for storing things so that
searching time is minimized
* Seiso: Set up a daily cleaning schedule for the creation of a healthy
and comfortable workplace
* Motivate colleagues to come up with creative improvements
6
Periodic Audits on 5S
* Conduct a 5S audit regularly by auditors
* Award groups and individuals for their contributions
* Organize study tours to other companies doing 5S
* Organize 5S inter-divisional competition to sustain the program
→
5S Committee
•
•
•
•
Sponsor: Vice President
Advisor: Dean
Champion: Mr A
Sub-Champions:
- Mr B
- Mr C
- Mr D
- Mr E
• 5S Auditors: Mr F, Mr G
Big Cleaning Day: Friday, 6th Nov 09
 Store Room and File Cabinet
 Other Common Area
 Own Cubicle (all Staff)
Issues:
• Big black trash bag
• Disposal area
• Disposal Policy on obselete asset
• Collaborate with cleaners
• Contact waste buyers
THE END
THANK U