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5S Reference Guide

The 5S’s: Workplace Organization

Computer-Based Training Program

from

Resource Engineering, Inc.

www.QualityTrainingPortal.com

The 5S Reference Guide is offered as a complementary component of The 5S’s:

Workplace Organization computer-based training program developed by

Resource Engineering delivered through its QualityTrainingPortal.com

operating division. For more information contact:


Phone: 800-810-8326 (North America only) or 802-496-5888

e-mail: [email protected]

Third Edition – 2015.

Second Edition – 2009.

First Edition – 2003.

Copyright © 2003 - 2015 Resource Engineering, Inc.

All rights reserved. No part of this Guide covered by the copyright hereon may

be reproduced or used in any form or by any means—graphic, electronic, or

mechanical, including photocopying, recording, taping, or information storage

and retrieval systems—without prior written permission of the publisher.

Printed in the United States of America

19 18 17 16 15 8 7 6 5 4 3



ISBN 1-882307-38-0

Contents The 5S’s: Workplace Organization Training Program .............1

Outline of Unit 1: 5S’s Step-by-Step ...............................................2

Outline of Unit 2: 5S implementation ..............................................3

Unit 1 Objectives: 5S’s Step-by-Step............................................4

Unit 1, Lesson 1: What is 5S All About?.........................................5

Unit 1, Lesson 2: Sort: Clearing the Work Area ..............................7

Unit 1, Lesson 3: Set in Order: Designated Locations...................10

Unit 1, Lesson 4: Shine: Cleanliness & Workplace Appearance...12

Unit 1, Lesson 5: Standardize: Doing Things the Same Way ........13

Unit 1, Lesson 6: Sustain: Ingrain It in the Culture .......................15

Unit 1 - 5S Challenge .....................................................................17

Unit 2 Objectives: 5S Implementation .......................................18

Unit 2, Lesson 1: An Organization-Wide 5S Effort ......................19

Unit 2, Lesson 2: Tackling 5S’s on Your Own ..............................21

Unit 2, Lesson 3: Success Stories: Sorts ........................................24

Unit 2, Lesson 4: Success Stories: Set in Order.............................25

Unit 2, Lesson 5: Success Stories: Shine, Standardize, & Sustain 27

Unit 2 -5S Challenge ......................................................................30

List of Appendices ........................................................................31

Appendix 1: Dispositioning Items .................................................32

Appendix 2: Items No Longer Needed ..........................................33

Appendix 3: 5S Sort Checklist .......................................................34

Appendix 4: Considering Usage Frequency & Storage

Proximity ................................................................................35

Appendix 5: Storage Options .........................................................36

Appendix 6: Location-Specific Designated Storage ......................39

Appendix 7: Storage Don’ts...........................................................42

Appendix 8: Signs & Labels for Storage Locations ......................43

Appendix 9: Set in Order Checklist ...............................................45

Appendix 10: Tips for Cleaning the Workplace ............................46

Appendix 11: Maintaining Workplace Appearance ......................48

Appendix 12: Preventive (Shine) Measures ..................................50

Appendix 13: Guidelines for 5S Teams .........................................51

Appendix 14: Minutes & Planner Worksheet ................................57

Appendix 15: Glossary of Terms ...................................................59

About QualityTrainingPortal .....................................................65

5S Reference Guide 1

Overview: The 5S’s: Workplace Organization Training Program

The 5S’s: Workplace Organization course consists of two units:

5S’s Step-by-Step and 5S Implementation. Unit 1, 5S’s Step-by-

Step, takes learners through each of the 5S’s (Sort, Set in Order,

Shine, Standardize, and Sustain) in a how-to, step-by-step manner.

In Unit 2, 5S Implementation, a roadmap for implementing the

5S's is presented including examples of successes in each 5S phase

to trigger ideas for your 5S effort.

Some may ask: “Isn’t a training program on 5S overkill? Isn’t this

just about housekeeping?” Well, the 5S’s are much more than just

housekeeping; the 5S’s represent a powerful approach to improve

the workplace through organization, proper arrangement, and

attention to detail. Housekeeping implies cleaning after a mess has

been created — a reactive approach. A 5S approach is proactive.

Orderliness is designed into processes, designated storage locations

for tools, supplies, and materials are selected and designed based

on a well thought out rationale, and preventive measures are

implemented to ensure the work area stays clean, reducing the

need for conventional housekeeping.

A 5S effort is usually one of the early steps in a comprehensive

Lean Manufacturing initiative — as well it should be. Lean

Manufacturing strives to reduce waste of any type. Implementation

of the 5S’s tackles wastes by eliminating time spent on scavenger

hunts (searching for tools, supplies, and materials that are not

where they should be), reducing in-process travel times, ending

damage due to cluttered and crowded storage areas, and reducing

obsolescence due to disorganized storage practices.

2 5S Reference Guide

The 5S’s, Unit 1 Outline

5S’s Step-by-Step

Lesson 1 What is 5S All

About?

An overview of the 5S’s

The benefits and operational impact of implementing the 5S’s

Lesson 2 Sort: Clearing the

Work Area

How to organize the work area for efficiency & effectiveness and use the “48-Hour Rule”

A stepwise approach to clear the work area

Lesson 3 Set in Order: Designated Locations

How to designate “a place for everything” & ensure “everything is in its place”

Considerations for establishing locations for storing items including: storage rationale, storage options, location-specific tips, storage don’ts, using signs & labels and documenting the plan

Lesson 4 Shine: Cleanliness

& Workplace Appearance

The three aspects of Shine: getting the workplace clean, maintaining its appearance, and using preventive measures to keep it clean

Lesson 5 Standardize:

Everyone Doing Things the Same

Way

How to design systems that helps ensure that everyone does things the same way with full involvement, standardized training, and a “copy exactly” mind set

Lesson 6 Sustain: Ingrain It

in the Culture

How to implement techniques to prevent backsliding to sustain and ingrain workplace organization

Challenge An assessment of the learner’s progress in this unit


The 5S’s, Unit 2 Outline

5S implementation

Lesson 1 An Organization-

Wide 5S Effort

How to plan and implement a 5S initiative.

An 8-point roadmap to implement the 5S’s: 1: Leadership Team; 2: Infrastructure; 3: Communications; 4: Training; 5: 5S Pilots; 6: Best Practices; 7: Full Roll-Out Plan; 8: Evaluate & Adjust

Lesson 2 Tackling 5S’s on

Your Own

How to implement the 5S’s in a work area if an organization-wide initiative is not supported

Lesson 3 Success Stories:

Sorts

Examples of “Sort Successes” showing both the before-state and the after-state with the impact (savings) explained

Checklist to help achieve successful Sorts


Set in Order

Examples of “Set in Order Successes” showing both the before-state and the after-state complete with the impact on the organization

Set in Order Checklists


Shine, Standardize & Sustain

Examples of successful approaches for the Shine, Standardize & Sustain phases of a 5S program

Challenge An assessment of the learner’s progress in this unit


The 5S’s, Unit 1 Objectives

Unit 1: 5S’s Step-by-Step

In this Unit, you will explore each of the 5S’s and learn

techniques to organize your work area.

Sort: Sort out items not needed in the work area and ●

disposition those items to be removed.

Set in Order: Select the best locations and ways to store ●

items used in the work area using a structured rationale and

knowledge of storage options.

Shine: Get the workplace clean; then maintain the ●

appearance of the workplace and institute preventive

measures to ensure it stays clean.

Standardize: Design systems in place to ensure ●

everyone does things the same way, implement techniques

to ingrain a “copy exactly” mind set, and leverage Best

Practices.

Sustain: Learn how to prevent backsliding and build the ●

5S’s into the culture of the organization.

If you feel that you already know the concepts and

techniques covered in this Unit, then take the 5S Challenge.

If there are any areas you find you need to review, return to

this Unit.


The 5S’s, Unit 1, Lesson 1:

What is 5S All About?

The 5S’s – an English “translation:”

1. Sort: Clearing the work area ●

2. Set in Order: Designating locations ●

3. Shine: Cleanliness & workplace appearance ●

4. Standardize: Everyone doing things the same way ●

5. Sustain: Ingraining the 5S’s into the culture ●

The 5S’s lead to improved processes and ultimately:

Reduced set-up times ●

Reduced cycle times ●

Increased floor space ●

Lower safety incident/accident rate ●

Less wasted labor ●

Better equipment reliability ●

Sort: Clearing the work area

Any work area should only have the items needed to ●

perform the work in the area. All other items should be

cleared (sorted out) from the work area.

Set in Order: Designating locations

Everything in the work area should have a place and ●

everything should be in its place.

Shine: Cleanliness & workplace appearance

Not only should the work area be clear, it should also be ●

clean.

Cleanliness involves housekeeping efforts, improving the ●

appearance of the work area, and even more importantly,

preventive housekeeping – keeping the work area from

getting dirty, rather than just cleaning it up after it becomes

dirty.

Standardize: Everyone doing things the same way

Everyone in the work area and in the organization must be ●

involved in the 5S effort, creating best practices and then


getting everyone to “copy” those best practices the same

way, everywhere, and every time. Work area layouts and

storage techniques should be standardized wherever

possible.

Sustain: Ingraining the 5S’s into the culture

It's tough to keep a 5S effort, or any improvement effort for ●

that matter, going. The 5S's involve a culture change. And

to achieve a culture change, it has to be ingrained into the

organization – by everyone at all levels in the organization.

Application of the 5S’s is universal.

A 5S effort will eliminate waste in any operation. It's not ●

just for manufacturing – the same techniques apply to

manufacturing support (office) processes and service-

delivery organizations.

Regardless of what type of organization you are involved ●

in, 5S's should be an integral part to your improvement

efforts.



Sort: Clearing the Work Area

Clearing the area means organizing the workplace so that it is

a more effective, more efficient place to work.

It involves sorting out what is not needed to perform the ●

required work in the work area.

If it's not needed, remove it. ●

Use the 48-Hour Rule.

Instead of keeping things ●

around that might get used

someday, apply the 48-hour

rule to everything in the work

area.

The 48-hour rule says: If it is not going to be used in the ●

work area within 48 hours, it does not belong there.

The steps used to identify what is and is not needed in a work

area and then to clear the work area of the unnecessary items

are:

Define what is needed. ●

Define what is NOT needed. ●

Disposition the items. ●

Take action: Sort out (move out) what is not needed and ●

move in what is needed (and is not there now).


Define what is needed

When considering what is needed in a work area, don't just ●

look at the core equipment and tools used. Consider the

materials, supplies, and even the paperwork.

This is also a good time to evaluate the proper quantities of ●

items to keep in the work area.

Defining what is needed in a work area is not something ●

that can be done effectively by one person working alone;

use a team representing all that work in the area.

Define what is NOT needed

After the team has identified what needs to be in the area, ●

focus on all the other items currently in the work area.

If an item is not needed to make the product, support the ●

operation of the equipment, or for safety reasons, then it

probably should not be kept in the direct work area.

Disposition the items

Once items that are not ●

needed in the work area are

identified, it's time to

disposition them and

determine where they

should be stored.

Tag items (“Red Tag”) to ●

be removed; use a

standardized set of usage-

based guidelines to

disposition items to be

removed.

Whenever possible, use ●

data to determine the frequency of use, do not guess. The

less frequently an item is used, the farther from the work

area it should be stored.


Take action

Once items are dispositioned, it's time to take action to ●

clear the work area and move tagged items to a temporary

holding area.

The holding area should be an accessible place where ●

others not on the team can examine the items, confirm that

they do not need to be kept in the work area, or discuss

why they think an item is needed in the work area.

Recap:

The goal of the first of the 5S's, Sort, is to have only what ●

is needed for the job in the work area.

The Sort phase applies to all work areas, manufacturing ●

departments, service processes, and offices.



Set in Order: Designated Locations

Set in Order or designating locations is about organization

and orderliness. It means that there is a place for everything

and everything must be in its place.

Once the Sort phase has been conducted (deciding what ●

should be in the work area and what should be removed

from the direct work area), it's time to designate a specific

location for everything.

Using designated locations requires discipline and attention ●

to detail from everyone in the work area.

Designated locations save time and reduce both wasted effort

and frustration.

Having designated locations for everything needed in the ●

work area enables employees to exert visual control over

their operations. At a glance, employees are able to see if

things are in-place or out-of-place and if more materials,

supplies, or tools need to be ordered.

Effectively establishing designated locations requires

knowledge of storage devices and options.

On the surface, designating a location may seem like a ●

simple and straightforward task, and sometimes it is.

However, establishing effective “homes” for some items

requires insight into their use and knowledge of storage

and identification options.

A study of the location, type of storage, and labeling ●

conventions is needed to develop storage systems that help

make the work area more effective and productive.

Effective storage is based on a combination of factors such as

the frequency of use, the sequence of use, and the bulk or

cubic feet occupied by the item stored.


There are numerous forms and types of storage arrangements.

It's best to be familiar with the options so that you can select

the best mode of storage for a particular item. Modes of

storage include:

The Floor ●

Racks and Shelving ●

Flow Racks ●

Cabinets ●

Carts ●

Storage Bins ●

Portable Equipment ●

Custom Storage ●

Central Cribs ●

Shadow Boards ●

Hanging Tools ●

The use of signs and labels to identify “what is to be stored

where” helps employees use storage locations as they were

intended to be used

The information contained on the labels will be easier for ●

all employees to understand if the format for the labels is

standardized.

Where storage locations might change slightly, consider ●

portable labels. For example, magnetic labels work

extremely well on racking in storage and warehouse areas.

For consumables, another alternative is to use kanban cards ●

mounted in plastic sleeves as the labels. When the reorder

quantity is reached, the kanban card can be removed from

the sleeve and be used to reorder that item.



Shine: Cleanliness & Workplace Appearance

The Shine phase is more than making the work area spic and

span.

There are three aspects of shine: getting the workplace ●

clean, maintaining its appearance, and using preventive

measures to keep it clean.

Cleaning the workplace:

Take the time to plan what needs to be cleaned, what it will ●

be cleaned with, when it will be cleaned, and who will do

the cleaning.

Maintaining the appearance of the workplace:

Techniques and practices that contribute to the appearance ●

of a work area include: painting, lighting, dealing with

clutter, dust collection, minimizing spills, and conducting

routine maintenance.

Using preventive measures to keep the workplace clean:

Once the work area, tools, and equipment are clean, they ●

need to be kept that way.

Continued housekeeping is one way to keep the work area, ●

tools, and equipment clean. But the better way is to prevent

these from getting dirty in the first place.

Root cause analysis, mistake-proofing, and the use of ●

preventive measures are important to keep the workplace

clean and orderly.

Recap:

Equipment that is kept clean performs more efficiently and ●

has less unscheduled downtime. Additionally, many

organizations find that productivity and safety performance

improve as housekeeping improves.



Standardize: Everyone Doing Things the Same Way

Standardize, the fourth of the 5S’s, involves putting the

systems in place to ensure that everyone does things the same

way.

The methodology for Sorting needs to be standardized, the ●

approach to Set in Order needs to be standardized, and

Shine especially needs to be standardized.

In order to standardize:

Roles and responsibilities must be clear and consistently ●

applied.

Training will be necessary to ensure all know how to apply ●

5S techniques and “copy exactly,” or apply them the same

way.

And, as with any improvement initiative, the effort must ●

not be allowed to become static but must continuously

evolve and grow.

Roles and responsibilities:

Roles in a 5S effort are straightforward. Leaders must set ●

the tone and lead by example.

Managers and supervisors must commit to the initiative, ●

provide time for the workforce to develop and implement

5S changes, provide guidance with those changes, and

support the 5S changes.

Members of the workforce must embrace 5S principles and ●

practices and help implement the 5S’s in their work areas.


5S training:

Universal indoctrination in general 5S techniques is needed ●

to help build a common 5S vocabulary and skill base.

As the 5S’s are adopted work-area by work-area, each area ●

will develop unique approaches and methods; anyone

working in a specific work area must receive training in

those work-area-specific methods.

And, just like with any new skill, practice makes “perfect.” ●

Copy exactly:

Standardization is about creating best practices and then ●

getting everyone to “copy exactly,” using the established

best practices the same way, everywhere, and every time.

Implementing a “copy exactly” mentality involves ●

establishing standardized rules.

Visual factory techniques including color-coding, ●

checklists, and labeling help reinforce a copy exactly

approach.

Continuous improvement:

It works best when the approaches used to improve 5S ●

techniques and practices are standardized as well.

For example, if an organization does use a common ●

problem-solving process, time spent communicating new

ideas and spreading lessons learned to other work areas

will be saved.



Sustain: Ingrain It in the Culture

Sustain is perhaps the most difficult phase of the 5S’s.

You would think that after going through the trouble of ●

Sorting, Setting in Order, Shining, and Standardizing that

the fifth S, Sustain, would be easy.

But, unfortunately, Sustain is perhaps the toughest of the ●

5S's.

Communication is necessary to reinforce the 5S’s.

Sustaining requires keeping everyone involved, continually ●

reinforcing what and why the 5S's are important.

Communication becomes the spotlight for a 5S initiative. ●

Keep reinforcing the message and emphasizing roles and

responsibilities.

Sustaining the 5S’s requires leadership, commitment, and ●

allocation of the time and resources necessary to keep the

effort vital.

Recognition for jobs done well becomes the fuel that keeps ●

the effort dynamic.


Preventing backsliding:

Audits can serve as on-going checks on 5S activities. ●

A teamwork approach builds a common effort toward ●

achieving a common goal.

Soliciting ideas for improvement will generate ideas to ●

improve and help sustain the 5S effort.

And reacting immediately to problems is a must or the ●

organization can quickly slide back to old habits.

Sustaining the 5S effort takes a lot of work. It takes

commitment and involvement by everyone to keep the effort

going and to prevent the organization from just sliding back

into the old ways of doing things.


The 5S’s, Unit1:

Challenge

The 5S Challenge will help you check your knowledge of the

topics covered in this unit.

You will have the opportunity to answer 10 randomized ●

questions from a pool of questions.

Here are some things we suggest you review to prepare for

the 5S Challenge:

The benefits of a 5S effort – Lesson 1. ●

Techniques used to clear the work area – Lesson 2. ●

How the 48-Hour Rule works – Lesson 2. ●

The use of 5S Red Tags – Lesson 2. ●

Rationale for designating storage locations – Lesson 3. ●

Rationale for selecting storage devices – Lesson 3. ●

Approaches to ensure the cleanliness of the workplace is ●

maintained – Lesson 4.

Methods to prevent housekeeping problems from ●

recurring– Lesson 4.

Approaches to ensure full involvement – Lesson 5. ●

Ways to reinforce a copy exactly mind set – Lesson 5. ●

Techniques to prevent backsliding– Lesson 6. ●


The 5S’s, Unit 2 Objectives

Unit 2: 5S Implementation

In this Unit, you will explore approaches to implement the

5S’s in your organization (or your work area); examples of

successes for each 5S phase are included.

Organization-Wide Implementation: Work though an 8-●

point checklist to plan an organization-wide

implementation of the 5S’s.

Work Area Implementation: Use a 6-point checklist to plan ●

your work area 5S effort if a site-wide 5S implementation

is not supported.

Sort Successes: Explore examples of “Sort Successes” to ●

trigger ideas for your 5S effort.

Set in Order Successes: Use lessons learned from “Set in ●

Order Successes” to fuel your 5S effort.

Shine, Standardize, & Sustain Successes: Adopt the ●

examples discussed to build success factors into your

Shine, Standardize, and Sustain efforts.

If you feel that you already know the concepts and

techniques covered in this Unit, then take the 5S Challenge.

If there are any areas you find you need to review, return to

this Unit.



An Organization-Wide 5S Effort

Use this simple 8-point checklist to begin planning your 5S implementation.

Step 1: Start with the Leadership Team

As with any improvement effort, implementation of the ●

5S's must be driven from the top of the organization.

Only Top Management can create the environment needed ●

and give the effort the visibility and importance it needs for

long term viability.

Step 2: Build the Infrastructure

The 5S effort should fit within an organization's existing ●

improvement structure.

Divide & conquer by establishing 5S subcommittees for ●

Communications, Training, Project Support, and Best

Practices.

Step 3: Launch Communications

Conduct short, focused, and frequent communication ●

sessions with all employees on the what, why, how, when,

and who of the 5S initiative.

Deliver the message in several formats including group ●

meetings, using the organizations’ intranet or website,

bulletin board postings, and internal newsletters.

Step 4: Train Teams in 5S Techniques

Develop a plan to train everyone in basic 5S concepts and ●

then supplement the generic training with just-in-time

training in work-area-specific practices.

Note that the initial teams may need to be trained in ●

problem-solving techniques and root cause analysis.

Additionally, there may be a need to provide training for ●

the leadership team in communication skills, recognition

strategies, and facilitation skills.


Step 5: Begin 5S Pilots

Select areas that need the 5S's (and that you project will be ●

successful in adopting 5S practices) as pilot areas. What is

learned in the pilot areas will be used to help develop a full

roll-out plan.

The first pilot work areas to receive 5S treatment should be ●

ones with high visibility. For example, select work areas in

which nobody wants to work because they are so congested

or dirty.

Step 6: Establish Best Practices

Creation (and use) of a Best Practices Database can help ●

multiply the impact of 5S successes by providing the

means to share successes throughout the organization.

Step 7: Develop a Full Roll-Out Plan

After completing the initial pilots and before involving the ●

rest of the organization in the 5S effort, step back and

evaluate how the pilots went.

Get ideas from members of the pilots about how to ●

strengthen the 5S process and use those ideas to develop a

roll-out plan.

A comprehensive roll-out plan defines the sequence of ●

events, establishes roles, responsibilities, and performance

measures.

Step 8: Continually Evaluate & Adjust

As with any process, as lessons are learned, make ●

improvements to the 5S effort.

Modify and strengthen the infrastructure, select new tools ●

to add to the “arsenal,” develop improved methods to

measure and communicate progress, and challenge work

areas to constantly improve.



Tackling 5S’s on Your Own

Even without Top Management support, the 5S’s can be implemented in a work area but beware that the Standardize & Sustain phases may be difficult.

The first three S's, Sort, Set in Order, and Shine, can be ●

undertaken in an isolated work area.

Some aspects of Standardization might be trickier to ●

implement in an isolated work area, especially those

involving common supplies and equipment.

Sustain will be difficult when first implementing the 5S ●

effort in a work area. The 5S's require discipline to

implement and maintain. It is hard to keep that discipline in

place when other work areas aren’t required to follow the

same 5S practices.

Use this simple 6-point checklist to plan 5S implementation in a work area.

Step 1: Start with the Work Area Leadership

The plan doesn't have to be as extensive as the planning for ●

an organization-wide roll-out, but an infrastructure must be

established, boundaries of freedom must be defined, and a

time-based approach to 5S implementation must be set.

There is no need for a large, formal infrastructure when ●

implementing the 5S's in just one work area. However,

there does need to be some structure to the effort and roles

must be clarified for everyone involved in the 5S effort.


Step 2: Launch Communications

Begin with short, frequent, and focused communication ●

sessions conducted by the work-area leadership team.

These should be held in the work area and can be part of

shift change or shift start-up meetings.

Make sure everyone understands and continues to ●

understand why the organization is working on the 5S's.

Step 3: Train Workers

Everyone who will be involved in the work area needs to ●

understand each of the 5S's and be able to apply the

concepts of Sort, Set in Order, and Shine.

The training could entail an overview of the 5S's, training ●

in practices specific to the work area, then followed up

with on-the-job applications of the 5S's.

Step 4: Implement

Start with Sort and then proceed to Set in Order and Shine. ●

The Standardization should start as you are getting items ●

put into designated places – once the places are designated,

ensure that everyone in the work area knows what goes

where.

Step 5: Continually Evaluate & Adjust

As lessons are learned, ●

make improvements to

the 5S’s.

Modify and strengthen ●

the effort, drop what is

not working, select new

tools to add, develop

improved methods to

measure and communicate progress, and challenge the

work area to constantly improve.


Step 6: Publicize Successes

Even if the rest of the organization is not implementing the ●

5S's, take the time to publicize its success in your work

area.

Use tangible data such as productivity and quality ●

improvements, set-up time reduction, and the impact on the

cost of quality when presenting work-area results.

Highlight the benefits the new practices have brought to ●

your work area – with the unspoken implication that the

5S's could bring those same benefits to the entire

organization if implemented.



Success Stories: Sorts

5S successes almost always reduce the time required to

prepare for and accomplish tasks, eliminate the frustration

experienced when tools, supplies, and materials cannot be

easily found, and save money as less waste, damage, and

obsolescence occur.

A recap of Lessons Learned from examples presented in this lesson follows:

Removing Unneeded Tools

Color-coding can help end scavenger hunts. ●

Moving Raw Materials to the Use Point

Storage and staging materials right at the point of use can ●

improve operational efficiencies.

Removing Clutter

Storing all stock of dedicated supplies right in the work ●

area can lead to clutter; using a kanban system to restock

local supplies is usually better.

Sort Leads to More Space

All things multiply to fill the space available. If you free ●

up storage space or a work area surface, it may be wise to

reallocate the unused space for a different purpose.

Eliminating Excessive Supplies

Switching from large to small lot sizes can mean less ●

inventory, quicker response to downstream quality

problems, and improved cash flow.

Storing Only Frequently Used Supplies

As time marches on, the needs of work areas change; it is ●

good practice to periodically reevaluate the supplies and

tools stored in a work area and determine if some can be

removed.



Success Stories: Set in Order

Successes from Set in Order build upon successes from the

Sort phase. Once the sorting out of a the work area is

completed, the next step is to designate locations and

arrangements to place and store the remaining items. Setting

in Order improves both work performance and morale.

A recap of Lessons Learned from examples presented in this lesson follows:

Job Set-up Supplies Organized

Store tooling and fixtures in labeled containers right at the ●

workbench (were the operation will take place) so that

tooling and fixtures can easily be located for each job and

setup.

Change Layout to Match Sequence of Use

Arrange workbenches to allow a direct route from one ●

operation to the next (whenever practical and feasible) to

improve communication and potentially allow one operator

to run both processes.

Label Storage Locations

Use a standardized identification system for storage of ●

equipment, components, and supplies to make it easy for

employees to figure out what is stored where.

Organize Storage of Parts Boxes

Number storage boxes by part number and location code, ●

catalog the storage (manually or via computer), and where

feasible, store the boxes on an open storage rack for easy

access.

Store Tooling at Point-of-Use

Eliminating travel time can improve productivity. ●


Move Raw Materials to Point-of-Use

Relocation of raw materials may lead to subsequent ●

relocation of equipment and supplies and can impact the

level of staffing needed.

Eliminate Damage & Improve Safety with Use of Racks

Properly designed storage systems can both improve safety ●

and reduce potential damage to items being stored.

Turn Storage Rack into Kanban Device

Kanban locations can save time, reduce space needed for ●

storage, and improve inventory control.



Success Stories: Shine, Standardize & Sustain

Key points for the Shine, Standardize, and Sustain phases follow:

Shine

Cleaning the Work Area

Determine what needs to be cleaned. Don’t forget walls, ●

ceilings, lighting fixtures, overhead pipes, shelves, racks,

and cabinets. Clean places not normally seen such as

under, on top of, and behind equipment.

Procure cleaning tools and supplies and establish storage ●

places for them.

Establish a cleaning schedule with responsibilities. ●

Maintaining the Appearance

After cleaning, consider painting walls, ceilings, and ●

equipment.

Ensure the lighting level is adequate. (Often, painting the ●

ceiling white dramatically raises the lighting level.)

When powders are handled, a properly designed dust ●

collection system is a must.

If cutting fluids, coolants, or hydraulic fluids are used, ●

ensure a system is in place to deal with potential spills and

leaks.

Routine preventive maintenance on equipment will help ●

maintain a clean (dust-free and leak-free) work area.

Preventive Measures

If one part of the work area is always getting dirty, ●

determine the root cause and then mistake-proof it.


Standardize

Full Involvement

Managers and supervisors must take a “Do as I do” not a ●

“Do as I say” approach.

Boundaries of freedom must be established and clearly ●

communicated

Training

Everyone should receive training in general 5S techniques ●

to ensure a common 5S language is established.

Those in a work area need training in work-area specific ●

“Sort, Set in Order, and Shine” practices.

Copy Exactly

Create Best Practices, and then get all to copy those ●

practices exactly.

Set rules for where things will be stored, what the work ●

area will look like, and how the work area will be kept

clean and clear.

Standardize the layout and equipment used for similar ●

work stations.

Use color-coding to associate equipment and tools with the ●

area they belong to.

Continuous Improvement

Use a standard problem-solving approach when tackling ●

recurring problems and developing solutions.

Leverage new improvements by copying them to all ●

applicable area.

Use leap-frogging to keep increasing performance levels ●

when implementing improvements.


Sustain

Communicating why the 5S’s have been adopted and how the

5S effort is progressing must be ongoing.

Continually reinforce the 5S message by explaining how ●

5S benefits the organization.

Everyone (not just managers) needs to lead by example. ●

Provide the time and resources for employees to work on ●

5S tasks.

Recognizing employees for a job well done always helps ●

sustain the effort.

Prevent Backsliding

Conduct audits; cross-work-area audits are often best. ●

Reinforce the need for teamwork (especially between shifts ●

in multiple-shift operations).

Rotate 5S assignment among team members. ●

Encourage ideas for improvement. ●

Use simple yet effective visual aids such as color-coding ●

and shadow boards.

React to problems quickly, then focus on preventive ●

measures for recurring 5S problems.

Recap

While the Shine, Standardize, and Sustain phases of the 5S’s

are usually more difficult to implement than the Sort and Set

in Order phases, focusing on preventive measures, use of

copy exactly approaches, audits, and recognition of a job

well done help ensure a 5S initiative stays vital.


The 5S’s, Unit 2:

Challenge

The 5S Challenge will help you check your knowledge of the

topics covered in this unit.

You will have the opportunity to answer 10 randomized ●

questions from a pool of questions.

Here are some things we suggest you review to prepare for

the 5S Challenge:

Actions and practices instrumental to a successful ●

implementation of an organization-wide 5S effort –

Lesson 1.

(Note: The Challenge does not include topics from Lesson ●

2, “Tackling 5S’s on Your Own.”)

Lessons Learned during the Sort, and Set in Order phases – ●

Lessons 3 & 4.

Key Points to consider for success in the Shine, ●

Standardize, and Sustain phases – Lesson 5.


List of Appendices

The following Appendices are useful to teams working on a 5S

initiative.

1. Dispositioning Items (Sort Phase)

2. Items No Longer needed (Sort Phase)

3. 5S Sort Checklist

4. Considering Usage Frequency & Storage Proximity (Set in Order Phase)

5. Storage Options (Set in Order Phase)

6. Location-Specific Designated Storage (Set in Order Phase)

7. Storage Don’ts (Set in Order Phase)

8. Signs & Labels for Storage Locations (Set in Order Phase)

9. Set in Order Checklist

10. Tips for Cleaning the Workplace (Shine Phase)

11. Maintaining Workplace Appearance (Shine Phase)

12. Preventive (Shine) Measures

13. Guidelines for 5S Teams

14. Minutes & Planner Worksheet

15. Glossary of Terms


APPENDIX 1 (Sort Phase)

Dispositioning Items

Ideas for using 5S Tags and dispositioning items during the Sort phase:

No 5S Tag

Used at least once every two days. ●

Do not remove the item from its place of use. ●

5S Tag, Type A

Used about once a week. ●

Remove it from the direct work area but store it close to the ●

work area.

5S Tag, Type B

Used once a month. ●

Store it somewhere accessible in the facility. ●

5S Tag, Type C

Used once a year or less frequently. ●

Consider storing it outside or moving it off-site. ●

5S Tag, Type D

No longer needed. ●

Remove: sell, return, donate, or discard. ●



Items No Longer Needed

Suggestions for disposing of items deemed to be no longer needed during the Sort phase:

Sell it

If equipment or tools are no longer needed, your company ●

may be able to sell them on the used equipment market.

Return it for credit

If raw materials or supplies are no longer needed but they ●

are within their useable shelf life, your company may be

able to return them for credit minus a restocking charge.

Give it away

If your company cannot sell the equipment, tools, or ●

supplies, consider donating them to a school or not-for-

profit organization for tax credit.

As a last resort, throw it away

If it is a raw material, be sure to check with your safety and ●

environmental staff to determine the proper and safe way

to dispose of it.



5S Sort Checklist

What: Examples of items to sort out

“Too much” stock, supplies, & materials

Supplies and tools no longer needed

Obsolete materials or parts

Obsolete or damaged tooling & fixtures

Anything that will not be used in the next 48-hours

Where: Examples of places to check

Along walls, partitions, & columns

In corners

On mezzanines

On top of all flat surfaces

Under desks & workbenches

Desk & workbench drawers

Inside cabinets

Any stack or pile

Bulletin boards, schedule boards

Tool boxes


Keys:

Bounds of work area.

Process equipment.

Storage in the work area.

Storage “on” equipment.

Storage far from the work area.

Storage close to the work area.

APPENDIX 4 (Set in Order Phase)

Considering Usage Frequency & Storage Proximity

Considerations for determining storage locations during the Set in Order phase:

If the item is used several times a day:

Store “on the equipment” if possible. ●

If the item is used at least once every two days:

Store in the work area. ●

If the item is used about once a week:

Store close to the work area. ●

If the item is used once a month:

Store somewhere accessible in the facility. ●



Storage Options

Options to consider when selecting or designing storage devices during the Set in Order phase:

The Floor

For some large or heavy materials, tools, or equipment, the ●

only logical thing to do is store them on the floor.

Designate a dedicated space for the item, mark the space ●

on the floor, and use it only for that item.

Racks and Shelving

Racks and shelving allow the effective use of cubic feet ●

rather than just square feet used for storage by making

vertical space available.

Labeling shelves and first-in, first-out practices are ●

important to ensure that the shelves are effective 5S aids.

Flow Racks

Gravity flow racks are excellent to ensure FIFO (first-in, ●

first-out) inventory practices are followed.

Flow racks can be designed for either cartons or pallets. ●

Cabinets

Cabinets can be both good and bad for organizing a work ●

area. They are good for storage. They are bad in that they

can be used to "hide things."

It takes discipline to ensure a cabinet is a valuable 5S tool ●

and does not detract from the effort.


Carts

Carts are ideal for moving things into the work areas when ●

needed and then out of the way when not needed.

Storage Bins

Storage bins are available in all sizes, from small desktop ●

containers to large, rollable bins.

Using different colored bins to designate different tasks or ●

product families provides a visual check to help make sure

a bin is not out of place.

Portable Equipment

Any equipment that can be made portable should be. This ●

will allow it to be rolled into the work area when it is

needed and then rolled back to its home when the job is

done.

Do not forget to designate the area for storing the portable ●

equipment when it is not in use.

Custom Storage

Even unusual shaped and sized items can be organized. ●

After reviewing the item, a maintenance professional can ●

often design and build a custom storage system for those

items.

Central Cribs or Storeroom

Using a centralized storeroom as the designated storage ●

location is rarely as effective as it may seem at first.

Instead of a central crib, why not consider keeping ●

equipment and supplies in satellite storerooms in the area

where they are needed?


Shadow Boards

Shadow boards provide a visual place to store hand tools ●

and gages. It is easy to see at a glance what is missing from

the board as well as what should be placed where on the

board.

Hanging Tools

One method to organize tools in work areas is to mount ●

them from retractable reels above the work area. This

keeps them out of the way when not needed, but keeps

them right at hand for when they are needed.


Blue Brown Green


Location-Specific Designated Storage

Tips for designing and defining designated storage spaces:

Designated Space on the Floor

When items are stored on the floor in the work area, make ●

sure the allocated storage space is not in the way; keep the

designated spaces out of the workers’ travel paths,

material-handling aisles, and away from electrical

equipment.

Designate the space by outlining the space with colored ●

tape or paint and labeling the space.

Kanban Locations

A kanban is a signal to trigger replenishment of inventory. ●

The kanban can signal it is time to pull inventory from

storage or to start the next production run.

Kanban space options include full boxes, peg boards with a ●

specific number of openings or slots, and totes with

predetermined quantities.

Kanban spaces for raw materials, work-in-process, or ●

finished goods should be clearly marked.

Consider adding signs above the kanban areas that note the ●

item or items and maximum quantities that should be

stored in the space.


Safe Placement

When designating locations, take into account the weight ●

and size of the object.

There should be easy access to the storage location, ●

especially to items that are frequently used. Make sure

there is enough room around the object to access it safely.

To avoid potential injuries, heavy items (approximately 25 ●

pounds or more) that are accessed manually should not be

stored too high or too low.

Safe placement also involves the safety of the equipment ●

itself. For example, a sensitive electronic instrument should

not be stored alongside a fork truck aisle unless protected

by a bollard. And flammable materials should be stored in

a safety cabinet or flammable storage area, not out in the

open.

Aisles and Access-ways

Painting aisles and access-ways or doorways is useful to ●

show where not to store things.

If the aisles are going to be used for egress, make sure they ●

are wide enough and meet local and federal regulations.

Locations for Waste Containers

Space in the work area should be allocated for peripherals ●

such as trash cans, waste carts, cutting fluid or coolant

drums, and even cardboard scrap.

Designated locations for waste containers must be ●

convenient to the work area if they are to be used the way

they are intended, but they must not in the way of the work.


A Place for Paperwork

Designated locations for process-related paperwork, both ●

for permanent paperwork such as work instructions and for

“transient” paperwork such as travelers or routers are also

needed.

Permanent paperwork should be stored near where it is ●

used.

It's a good idea to store transient paperwork in a plastic ●

sleeve right on the parts or equipment if possible.

Paperwork such as data collection forms and SPC control ●

charts should also have designated locations. One

technique is to use stands for this type of paperwork at

each work area.



Storage Don’ts

Things NOT to do when arranging and designing storage locations and devices:

Don’t Use Worktables as Storage Tables

A worktable is not a good storage area. ●

Tables in many work areas seem to become magnets for ●

clutter. Consider removing tables in the work area unless

they are needed to perform work.

If a table is needed, it should be sized for the work being ●

done on it. Do not allow space that could be used for

storage. Sometimes it's best to replace a table with a stand.

Don’t Allocate Too Much Space

Be careful not to allocate too much space when designating ●

locations.

Remember that open areas in any operation tend to get ●

filled up; most of the time the open area gets filled with

things that aren't needed in the work area.

Err on the side of using less space rather than more space ●

unless safety considerations are involved.

Don’t Waste the Worker’s Time

When organizing work areas, be careful not to set the ●

storage up in a manner that would waste the worker’s time

trying to get at the items.

For example, if the worker would have to wait for a fork ●

truck to unstack items, then don’t stack them to begin with.

And don’t put items on the top shelf in an office if the

office workers will need to take time to locate a step stool

or step ladder to get access to them.



Signs & Labels for Storage Locations

Tips for using signs and labels to identify what is stored in specific storage locations:

Label the Locations

When setting in order, label the designated locations and ●

storage containers.

The information contained on the labels will be easier for ●

all employees to understand when the format for the labels

is standardized.

When storage locations might change, consider portable ●

labels. For example, magnetic labels work well on racking

in storage and warehouse areas.

For consumables, another alternative is to use kanban cards ●

as the labels by having them mounted in plastic sleeves at

the location. When the reorder quantity is reached, the

kanban card can be removed from the sleeve and then be

used to reorder the item.

Communicate Information with Labels

Labels can help communicate information at a glance. ●

For example, color-coding the labels so that the storage ●

locations and types or classes of inventoried items can be

quickly matched saves time.

Use Visual Labels

Labels containing words or code numbers are good but ●

sometimes pictures are even better.

Consider putting a picture or schematic of the item on the ●

label to create a visual label that clearly communicates the

item stored.


Color Coding

Color-coding tools makes it easier to know where they ●

belong and when they are out of place.

Consider color-coding peripheral equipment such as ●

chutes, dies, and fixtures that go with specific pieces of

equipment as well.



Set in Order Checklist

Set in Order: Rationale & Techniques

The more frequent the use, the closer to the point of

use the item should be stored.

Arrange equipment, tools, & supplies in the sequence

of operations.

Base storage amount on cubic feet, not quantity.

Use color-coding.

Designate locations for specific items.

Use labels & signs to identify stored items.

Set in Order: Storage Options

The Floor

Racks and Shelving

Flow Racks

Cabinets

Carts

Storage Bins

Portable Equipment

Custom Storage

Central Cribs

Shadow Boards

Hanging Tools


APPENDIX 10 (Shine Phase)

Tips for Cleaning the Workplace

Tips for cleaning the workplace in the Shine phase:

What needs to be cleaned?

Actually, everything will need to be cleaned, but the 5S ●

team should take the time to specifically list out what will

be cleaned.

Use your list to determine what cleaning equipment and ●

supplies will be needed and who will do the cleaning.

Cleaning the work area does not just mean the process ●

equipment and area directly around it. It means the whole

area including the floors, the walls, and even the ceilings

and the lighting fixtures.

Even areas under and on top of equipment, areas which are ●

not normally seen, should be cleaned. These areas are often

overlooked or ignored.

Cleaning Tools

The proper tools are needed for housekeeping just like the ●

proper tools are needed to do the “real” job.

Housekeeping equipment and supplies should be kept in ●

designated locations near where they will be used.

Set up a kanban system for cleaning supplies. ●

Cleaning Schedules

Continual cleaning of a work area is the best approach. ●

If an area “gets dirty” faster than it can be kept clean, find ●

the reason (root cause) and correct it.

Set scheduled cleaning times and responsibilities for ●

common areas.


Cleaning Responsibilities

A formal schedule is best for establishing who will do what ●

and when they will do it. A posted checklist is a good tool

for creating the schedule; use the checklist to indicate

responsibility and record the completion of housekeeping

assignments.



Maintaining Workplace Appearance

Tips for maintaining the appearance of the workplace in the Shine phase:

Painting the Workplace

Painting is a key part of Shine. Of course, before the area ●

can be painted, it must be clean. Consider painting the

walls, ceiling, equipment, and if appropriate, even the

floors.

Establish a painting scheme. Different work areas don't ●

need to have the identical colors, but they should have the

same color scheme.

Proper Lighting

It's hard to “shine” when the work area is dimly lit. Even a ●

clean area can look dingy under poor lighting.

Ensure that the work area is bright enough. Natural light is ●

best; consider adding more windows to the work area. If

it's not practical or cost-effective to add natural lighting,

add more lighting fixtures or consider replacing bulbs and

reflectors.

Dealing with Clutter

Most of the clutter should have been cleared out and ●

organized in the first two phases of the 5S's, Sort and Set in

Order.

Things that are often overlooked include postings on the ●

walls or bulletin boards and hoses or wires running along

the floor.


Effective Dust Collection

When using powders or friable materials, dust collection ●

systems are a must.

Proper dust collection devices prevent work areas from ●

getting dusty and dirty.

Minimizing Spills

Equipment that uses cutting fluid, coolant, and hydraulic ●

fluid “always” seems to have leaks or spills.

There are methods for preventing spills; one low-tech ●

approach is to put a pan under an entire piece of machinery

to collect and contain spills and drips.

One of the keys to minimize spills is to repair leaks ●

immediately after they start.

Routine Maintenance

Preventing housekeeping problems involves performing ●

maintenance as necessary. If equipment starts leaking, stop

the leak. If dust starts blowing around, find the source and

fix it.

Don't just use tape or other temporary fixes; follow the ●

temporary measures with permanent fixes to the problem to

prevent recurrence.

Carpeting

In manufacturing facilities and at building entryways, ●

keeping carpeting looking acceptable is a difficult job.

While regular cleaning and chemical guarding of the carpet

will make the areas look better, consider installing darker,

mottled carpeting in hallways and areas accessed from the

plant or from the outdoors.

One technique to determine what color carpeting would ●

hide dirt the best is to place small pads of white carpeting

at the entrances to the office areas from the plant. Then,

after a few weeks of traffic, take the now-dirty pads to a

commercial carpet facility and have them match the color.



Preventive (Shine) Measures

Tips to help keep the workplace “Shining:”

Root Cause Analysis

Treat cleaning and organizing the work area as a process ●

improvement problem. The same root cause and problem-

solving tools used for quality and productivity problems

can be applied to improving workplace organization and

appearance.

A key to preventing recurrence of housekeeping issues lies ●

in root cause analysis of the problem. Root cause analysis

involves collecting and analyzing data to find out what is at

the root of the “dirty equipment or work area” symptoms.

Mistake-Proofing Solutions

Once the root cause of recurring housekeeping issues is ●

found, identify a solution that mistake-proofs the problem

and prevents the work area and equipment from getting

dirty in the first place.

Prevention in the Design Stage

New installations should be designed with housekeeping in ●

mind.

Prevention ideas that focus on seemingly unimportant ●

housekeeping issues can lead to significant improvements

in appearance over the long term.


APPENDIX 13

Guidelines for 5S Teams

Suggested Guidelines for Participation on 5S Teams

Membership in 5S Pilots:

For the initial 5S Pilot Areas, the Leadership Team or ●

Project Subcommittee usually selects pilot team members.

Skills & Knowledge:

Care must be used to select a mix of employees with the ●

skills and knowledge needed to ensure that the team is

successful.

Universal Participation is Required:

Some in a work area may ask if they can opt out of 5S ●

tasks. The answer must be a resounding NO! Once the 5S

effort is started in a work area, then everyone in the work

area must be required to follow the 5S practices that have

been established.

Allowing anyone to opt out of 5S tasks will make the fifth ●

S, Sustain, impossible to achieve and may put the entire 5S

effort at risk.


Suggested Guidelines for Budgets for 5S Teams

Why a Budget?

Boundaries of freedom can be established for how much ●

money a team can spend on the 5S implementation effort

without needing additional approval.

This money could be spent for shelves, cabinets, signs, ●

labels, supplies, or other 5S related items.

Spending Budgets:

Some organizations give teams a spending budget from as ●

low as $100 to as much as $2,000 to purchase necessary

equipment and supplies for their 5S implementation.

The amount budgeted will depend on the team and the ●

organization. In our experience, rarely will a team need to

spend more than their budget.

Of course, any planned spending that will take the team ●

over the budget must be “sold” to the organization

leadership by the team before making the purchase.

Purchasing Practices:

Even if within their budget, a team must still follow the ●

organization's purchasing and capital expenditure practices.

Make sure the team knows how the organization’s ●

purchasing practices work as part of the start-up of the 5S

effort.

Allocation of Costs During Implementation:

Some organizations use a special budget account during the ●

5S implementation phase for any costs associated with the

effort.

Others allocate those costs to the cost center where the ●

effort is focused.

Allocation of Costs after Initial Implementation:

On an on-going basis, the costs associated with the 5S ●

effort should be charged to the cost center, not to a central

"5S Account."


Allocating 5S related costs to the specific cost center is part ●

of ingraining the 5S activities into the day-to-day activities

of the work area and helps build accountability.

Guidelines for Time Allocated/Spent by 5S Teams

Time Allowed for Team Tasks

Set boundaries of freedom regarding how much time each ●

person in the work area can spend on initial 5S activities as

well as the deadline for the complete implementation of the

5S effort in a particular work area.

Specific Time Boundaries for Employees

Boundaries of freedom involving time can include whether ●

supervisors can keep a team member from participating in

a team activity because that person is needed in the work

area, how much time can be spent each day on

housekeeping activities, and when time should be spent on

housekeeping.

Time to Conduct Kaizen Events

If the approach is a "Kaizen-Event," then the team ●

members should be pulled out of their normal work areas

and assigned strictly to the 5S effort for the 2 to 5 days the

"Kaizen-Event" will take place.

Time to Complete Larger Projects

If the effort is conducted by an on-going team, then allow 3 ●

to 6 weeks, depending on the size of the work area.

If the effort will be part of an ongoing team effort, then ●

each team member should be allowed 2 to 4 hours per

week for the 5S effort.


While it does makes sense that a supervisor can keep a ●

team member in the work area if that person is needed, the

supervisor should get pre-approval from the leadership

team before keeping the person from the 5S team activity.

The supervisor should also explain why the manpower is ●

needed in the work area to the person and the team.

Time Needed for Routine Housekeeping

This depends on the organization, but time away from the ●

“real job” shouldn't be a lot, especially if the 5S team has

successfully introduced preventive measures.

There are few valid reasons why processes need to be shut ●

down for routine 5S activities.

Specific Time Periods

Specific times might need to be scheduled for some 5S ●

activities. For example, cleaning of common areas might

take place every Friday afternoon or cleaning a piece of

equipment might be done at the same time as preventive

maintenance for the equipment.

The unproductive practice of shutting down processes (e.g. ●

the last half-hour of a shift) for cleaning may not be

necessary if the area was cleaned as needed during the day.


Guidelines for Standardization of 5S Rules for 5S Teams

Organization-wide Standardization Rules

Some standardization rules can be established at the start of ●

the 5S effort and should be given to the teams as

boundaries of freedom. For example, there might be

standard formats for labels or a certain brand of cabinet

that must be purchased (if a cabinet is needed).

Other items that can be standardized up front including ●

department colors if there will be color-coding, painting

schemes, rules for common storage areas, housekeeping of

common areas, and formats for information boards.

Work-Area Specific Standardization Rules

Implementation teams are often allowed to set rules such as ●

work-area storage (what should be kept in the work area

and where) and work-area housekeeping approaches.

Implementation teams are often not allowed to vary the ●

rules set by the leadership team for such things as painting

schemes, common-area storage practices, common area

housekeeping routines, and the format for information

boards.

Mandatory Rules

Work rules and practices, such as putting things back ●

where they belong and keeping the work area clear and

clean, must be mandatory for all employees.


Suggested Guidelines for “Off-Limit” Systems & Areas

Storage Locations

It is best to set boundaries of freedom as to what areas of ●

the facility can be used for storage and what areas are off-

limits.

These boundaries of freedom will apply to the pilot team(s) ●

first, and then to everyone in the organization as the 5S

effort is rolled out to the full organization.

Off-limits Locations

The areas defined to be off-limits should include all aisle-●

ways, doorways, and areas in front of electrical cabinets

and controls.

It is just as important to describe the areas outside the ●

building that are off-limits for storage as it is for the areas

inside the building.


APPENDIX 14

Minutes & Planner Worksheet (Minutes Section)

Date of Meeting: (Next Mtg Date:)

Meeting Attendees:

Meeting Objectives:

Meeting Notes:

Decisions

Made:

Action Items:

Item Who What By When

Open Issues:


APPENDIX 14 Continued

Minutes & Planner Worksheet (Planner Section)

Plans for Next Meeting

Who Will Attend?

Meeting Objective:

Meeting Agenda:

Date: Location:

Start Time: End Time:


APPENDIX 15

Glossary of Terms

48-Hour Rule It is not going to be used in the next 48-hours, it does not belong in the work area.

5S’s The general term for five Japanese words that relate to housekeeping, work place organization, clearing the work area, standardizing, and ingraining the on-going housekeeping effort into the culture of the organization.

5-Whys Asking “why” five times to tunnel into the root cause of a mistake.

8-Discipline, 8-D A structured approach of problem–solving that works through 8 disciplines: Team Formation; Describe the Problem; Verify Interim Containment; Define & Verify Root Cause(s); Develop Solution(s); Implement Solution(s); Prevent Recurrence; and Congratulate the Team!

Activity Plan An activity plan is an ordered list of the tasks that must be completed in order to implement a solution or complete a project. An activity plan identifies what needs to be done, who needs to do it, and when it needs to be done by.

Affinity Grouping Affinity grouping is a technique used to organize information. It can be used to break a large problem or issue into manageable chunks.

Baseline The beginning point; the starting point from which to measure progress of an improvement initiative.

Benchmark A source of best practices that becomes a target for performance levels.

Best Practice A methodology or technique acknowledged to yield superior results.

Black Belts Subject matter experts in the use and application of a broad range of Six Sigma tools; act as facilitators helping others use and learn to apply these tools to improvement projects.

Boundaries of Freedom

Clearly communicated limits for an individual or team demarcating the scope, budgetary bounds, time line, and schedule constraints.

Brainstorming A group process used to generate ideas to solve a specific problem.

Brown Paper Flow

A visual flowcharting technique in which actual forms and sample documents are used to display the flow of the process or procedures on “brown (kraft) paper.” The visual display aids in the identification of process simplification and improvement ideas.


Cause & Effects Analysis

A method of organizing the variables in a process by categories of people, equipment, methods, materials, and environment to help us understand how the variables create an effect on the process output.

CBT The acronym for computer-based training; can include CD-ROM, LAN (local area network), and web-based delivery formats.

Champion In a Six Sigma initiative, a member of the Leadership Team who takes ownership for the some aspect of the initiative and/or project, provides guidance, and removes obstacles and barriers of success.

Checklists An ordered listing of items that are to be checked.

Common Cause Variation

The variation in a process that is due to common causes or variables that are always present in the process.

Concentration Diagram

A type of data collection form that graphically shows the location and concentration (or clustering) of defects and errors.

Control Chart Tool used to help maintain statistical control of a process.

COQ COQ means the “Cost of Quality;” in reality it is a measure of the cost of poor quality. The COQ is usually stated as a % of the cost of sales.

Critical Path The critical path is the path on a PERT Chart from start to finish that takes the longest time.

Current State Map

A current state map is a process mapping technique to define a process including its inputs, outputs, and performance.

Detection Identifying a problem or mistake after it has occurred.

DFM/DFA The acronym for design for manufacturability and design for assembly; they are related approaches to simplifying the product or process design to make it easier to produce or easier to operate.

DMAIC Acronym for Define, Measure, Analyze, Improve, Control; a model used to improve existing products or processes.

DOE The acronym for design of experiments.

DPMO Defects per Million Opportunities; a universal metric of process outputs.

Failure Mode and Effects

Analysis, FMEA

An approach to identify which mistakes (failure modes) are the greatest priorities to target for mistake-proofing. The prioritization is based on the effect of the failure mode, the frequency of occurrence of the root cause of the failure mode, and the detection controls in place in the process.

Fault Tree Analysis

A top-down determination of the events that can, at the root level, lead to a failure or defect.


Flowchart A graphical representation of the steps in a process.

Forced Ranking Forced ranking is a decision making tool that, like other voting and ranking techniques, uses the team’s experience and knowledge to select an option or a solution to a problem.

Frequency The number of times a value or event occurs.

Future State Map

A view at what the process and its performance should look like in the future, after an improvement initiative has been completed.

Gantt Chart Used to keep a project or a solution-implementation on schedule. The Gantt chart shows relationships between tasks, when tasks need to be done, and can even show who needs to do a specific task.

Green Belts Employees trained in using some of the Six Sigma tools so they can be active participants on project teams.

Histogram A graph that shows the pattern of variation.

ISO 9000 Defines a comprehensive approach to managing a quality system.

ISO/TS 16949 The harmonized supplier automotive quality system requirements document that, when coupled with customer-specific requirements, will satisfy QS-9000 (US), VDA 6.1 (German), AVSQ (Italian), and EAQF (French) Quality Systems.

Interim Containment

A temporary fix to a problem used while work to find the root cause of the problem goes on leading to a permanent solution.

JiT An acronym for just-in-time; learners should receive training just before they will be applying the lessons learned, i.e. just-in-time.

Kanban A kanban is a sign or signal. It is used to tell us when to produce or when to replenish inventory.

Lean Thinking Lean thinking and Six Sigma are not different but complementary philosophies. Lean tools focus on the reduction of waste of any kind.

Leadership Team

The senior management team that provides direction for the organization by establishing the strategy and priorities.

Mistake-Proofing A family of techniques that make a process or product robust so that it cannot fail. Also known as poka-yoke.

Musts and Wants

A structured approach for applying your decision criteria to solution options to aid in selecting one option from many.

NGT An acronym for nominal group technique; NGT is a form of Voting and Ranking and helps teams reach consensus decisions.


One-Piece Flow One-piece flow theoretically means flowing product though process steps in lot sizes of one. With one-piece flow, processes are forced to simulate a continuous process; this increases responsiveness to customer needs and decreases waste.

Pareto Analysis Organizing data from highest to lowest to ensure that we are working on the area that has the greatest impact on us.

PDCA The acronym for Plan-Do-Check-Act; the Deming improvement cycle. 8-D, DMAIC, and DMADV are expansions on PDCA.

PERT Chart A project management tool that helps to determine the critical path for completing a project or solution implementation as well as to plan the deployment of resources

Poka Yoke The Japanese term for mistake-proofing. Poka yoke is at the heart of the Toyota Production System.

Project Management

A structured approach for keeping a project on-target, on-time, and on-budget.

Prevention Finding potential problems and correcting the problems before they cause defects or mistakes.

Preventive Maintenance,

PM

Preplanned routine maintenance to prevent equipment failures.

Problem-

Solving Process

A step-by-step problem-solving approach used by teams or individuals to get to the root cause of a problem and then prevent its recurrence. See 8-D and DMAIC.

Process Mapping

Process mapping helps one understand a process by “drawing or mapping a picture” of how it flows.

Pull System Pulling product through a process with kanban signals leads to a steady, predictable flow of product.

Push System Pushing product through a process creates inventory “piles” after most process steps and especially before bottleneck operations.

Reality Check A check of the practicality, feasibility, and cost-effectiveness of a solution.

Recognition Acknowledging people’s contributions by sincerely thanking them in an intangible manner. Recognition is different than a monetary reward.

Root Cause The underlying reason a problem or mistake occurred.

Root Cause Analysis

Finding the true source of a problem, error, or mistake.

Sample A representative subset of data randomly taken from a population of data.


Set-Up Reduction

Set-up time is really unproductive time. By reducing the time it takes to set-up a process to produce a different product, productivity soars.

Set in Order The 2nd S of the 5S’s; designating locations for storage.

Shine The 3rd S of the 5S’s; it involves cleanliness and workplace appearance.

Six Sigma Quality

Theoretically, a process with a Cpk of 2.0 and 2 ppb defects. However, when used to describe “Six-Sigma” as used by many companies today for “Six-Sigma Quality,” it refers to 3.4 ppm quality and not 2 ppb. The reason for this difference is that the Six-Sigma community accounts for long-term process drift that some statisticians have estimated to be approximately 1.5s. Thus a distribution that has ± 6s within the specification and then drifts 1.5s actually has its mean at 4.5s from one of the specification limits at times. Looking only at that tail of the normal curve as being outside the specification gives us the 3.4 ppm (½ of 6.8 ppm) quality level.

SMED The acronym for Single-Minute Exchange of Die; tied to set-up reduction activities.

Sort The 1st S of the 5S’s; clearing the work area.

SPC Statistical process control.

Special Cause of Variation

A cause of variation that is unpredictable and makes the process unstable.

Stable Process A process that is in-control with only common causes of variation present.

Standard Deviation

A calculation on a set of data that shows how much variation there is in the data.

Standardize The 4th S of the 5S’s; getting everyone to do things the same way.

Sustain The 5th S of the 5S’s; ingraining the principles and practices of the first 4 S’s into the culture of the organization.

TAKT Time Based on the customer’s demands for product, TAKT time tells us how fast to produce. TAKT time helps make sure the process steps are balanced with each other and with customer demand.

Tally Sheet Sometimes called a check sheet; used to tally the number of events, occurrences, or defects.

Timeline Analysis

A specialized version of what is - what isn’t analysis. We can compare performance to when changes were made to the process to help find the root cause of a problem.


Total Productive Maintenance,

TPM

TPM is a preventive maintenance technique that empowers the operators to maintain the parts of the process they have the skills to do; focuses the skilled maintenance staff on the areas of the equipment that need their skills; and implements the use of predictive tools to prevent process failures from occurring.

Variable Data Data that are measured on a continuous scale.

Variation The difference between similar items or things.

Visual Factory Employs visual cues such as: andon lights to indicate process lines in trouble or needing materials; color-coding schemes for paperwork, piping, and materials; and inventory control kanban cards.

Voting & Ranking

A technique that gives teams a structured approach to “vote” for those ideas or solutions they think are best.

Waste Any non-value-adding activity.

What-Is-What Isn’t Analysis

Comparing what is and isn’t known about the problem can help a problem-solving team focus in on the root cause of the problem.

WIP The acronym for work-in-process; inventory between two process steps. Operating a process in a simulated continuous flow manner eliminates, or at minimum significantly reduces, WIP.

Workflow Analysis

Mapping the physical path that a product or operator takes as it goes through the process.

Workflow Diagram

Show the physical paths and stops the product, the people, or the paperwork take as they flow through the process


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