5S IN OFFICE ENVIRONMENTPutting 5S To Work For You

1

Objectives The importance of 5S 5S Elements and 5S

Process Put 5S into practices Continuous

Improvement Culture

2

Nice Place?

There is no second chance to make the second impressions

3

The History of 5S 5S traces it back to the 1950s

(Post WWII) Originated in Automotive industry

(Toyota) Developed out of necessity

Few and limited resources Make every scrap count and waste

nothing Made famous by Hiroyuki Hirano

4

What is 5S? Principles taken from Japanese

philosophy Effective WPO & Standardize Work

Procedures K.I.S.S

Oriented towards waste elimination (NVA) Time, space, effort, material, etc

5

What is 5S? Foundation for Continuous

Improvement When 5S is achieved everywhere is

visually managed Easy to distinguish normal and abnormal

condition at a glance Involves employee participation

Team based activity

6

In Summary: What is 5S? A method of creating a CLEAN

and ORDERLY workplace that exposes WASTES and make ABNORMALITIES immediately VISIBLE

7

Life Without 5S8

A Clean and Orderly Office…. Is more conducive Is more organize Is more productive Is more safety Is not a shame!

9

What are 5S? Seiri – only what is necessary

(sort) Seiton – a place for everything

(set) Seiso – clean (shine) Seiketsu – standardize Shitsuke – sustain

10

5S Practical Level11

Level 1: Tidy Up First Active 5S

Level 2: Making a Habit of 5S Effective 5S

Level 3: Taking 5S to a Higher Level Preventive 5S (Why Still….?)

2 Dimensions of 5S

Physical (Appearance)

Psychological(Cultural)

More than just a housekeeping activities

12

5S: Change of Mind Set13

5 Steps Towards 5S Implementation

14

Step 1: Team Preparation Step 2: Involvement from top

management Step 3: Gotong-royong Step 4: Complete 5S Step 5: Audit

Preparing the Team15

Top management 5S Buy-In Training & Tour

Get full management support 5S Steering Committee Identify 5S leader and team and

team members

Steering Committee16

Define roles and responsibilities for each members

5S Promotional Approach17

Active 5S

Step 1: Tidy Up First19

Preparation20

Record present situation before launching 5S activities Pictures around your workplace Useful for comparison purposes

Checkpoints Position of each photos taken Date all photos and use high

resolution color photos

1S – Sort (Seiri)21

Dictionary Definition To put things in order (or

organize them) according to a specific rule or principle

Industrial Definition To distinguish between necessary things and unnecessary things, and getting rid of what you do not need.

Do These Situations Look Familiar?

22

Do you know what is where? What are they used for?When will they be used?

Our Workplace is Messy23

48-hour Rule: If it is not going to be used in the work area within 48 hours, it does not belong there.

Do You Throw These Things Away?

24

Not necessary now, but maybe

in the future

It works! It has a value! It’s still new! It’s usable!It looks nice!

Red Tag Tactic – Visual Cleaning Up

25

Vital clearing up technique Too much inventory, obsolete, damaged Have been there more than 48 hours Anything out of its place

As soon as unnecessary item is identified Marked with a red tag Visible for anybody to see what need to be

eliminated or moved Use of red tag is 5S survival

Everything that moves should have a tag!

Sort – Basic Flow26

Procedures to Implement Red Tag

27

3. FIXING RED TAG STANDARDSClarify standards for unnecessary items: e.g. “NO TAG” for items to be used

within the next month. “TAG ON” for items not to be used within the next month.

2. DISTINGUISHING RED TAG ITEMS

Stock – Office Materials, Pantries, Parts

Facilities – Machines, Furniture,

Spaces – Floor, Shelves, Storage, Columns, Toilet

1. STARTING POINT

Participants – Management & Workers, EHS

Period – 1 to 2 months

Key Point – Ensure workers never hide unnecessary items

Procedures to Implement Red Tag28

6. DEALING WITH RED TAG ITEMS & EVALUATION

Stock – List unnecessary stock, by dividing into dead or sleeping stocks

Equipment – Move or eject any items which hinder the implementation of

5S activities

5. ATTACHING TAGS

Don’t let people directly concerned attach them

Listen to no excuse (be strict about it!)

Attach tags to any doubtful items!The no. of tags indicates efficiency

4. PRODUCTION OF RED TAGS

It’s important that everybody can see them at a glance

A4 size red paperInclude name of items, quantity,

reasons, etc.

What do we attach Red Tag to?

29

Anything that is not needed Stock, part or supply

Forms, Samples Documents

File, cabinets, memos, reports, board, stationeries

Machine, furniture or equipment Copy/fax machine, shredder, flower pots, desk,

chairs But never red tag people, even if you are

tempted toEverything that moves should have a tag!

Where: Examples of Places30

Along walls, partitions, corners & columns In designated room, mezzanines or staircase On top of all flat surfaces Under desks or workbenches Inside storage cabinets Any stack or pile Information board or schedule board Tool boxesNo Man’s Land: Land or area that is unowned, uninhabited, or undesirable.

Standards for Red Tag31

People common and natural reactions It’s wasteful to throw things away I spent so much time to make these things We might need it later

How to decide on clear standards What is really needed?

How much is really needed? What is not needed?

Examples of Standard – Pattern A32

1 Month 2 Months

Now

Needed Not Needed = Red Tage

Examples of Standard – Pattern B33

1 Week 2 Weeks

Now

Needed Not Needed = Red Tage

Examples of Standard – Pattern C34

1 Month

Now

Not Needed = Red Tage

Examples of Standard – Pattern D

35

No 5S Tag Used at least once every 2 days Do not remove from its place of

use 5S Tag A

Use about once a week Remove it from direct work area

but store it close 5S Tag B

Used once a month Store it somewhere accessible

in the facility

5S Tag C Used once a year or less

frequently Consider storing it outside or

moving it off-site 5S Tag D

No longer needed Remove: sell, scrap, return,

donate

Examples of Standard36

Red Tag Example37

Red – to make the tag stand out & draw attention to office “grime”

To remind people of safety considerations

Any material can serve this purpose as long as it is striking

Attaching Red Tags38

“Shouldn’t workers at the workplace attach them? NO! Get 2nd person viewpoint Someone other than the place

owner Put tag on any doubtful items

Attaching Red Tags39

Checkpoints Person responsible

Manager or members of staff not directly responsible for that workstation

Attachment period 1 or 2 days if necessary (max. 1 week)

Attitude Employees will believe everything is necessary Look at situation with a very critical attitude Be a red tag demon

Action & Evaluation40

Clarify WHY red tag have been attached

Decide what appropriate action to take Tagged stock/supply Equipment

Eliminate anything which interferes with improvement activities

TAGGED SUPPLY/STOCK

DEFECTIVE ITEMS

DEAD/OBSOLETE STOCK

SLEEPING/SLOW MOVING STOCK

LEFTOVER MATERIAL

(WRITTEN OFF ALREADY)

Eliminate

Move to tagged item storage area

Distinguish between un- & necessary & disposition plan

Let’s Go Out And Play41

30min Exercise Designate Red Tag Area for

each team Bring the Red Tags with you Take pictures of each items

or place tagged Compile the List Pile them up

2S – Set/Organize (Seiton)42

Dictionary Definition Establishing a neat layout

so that you can always get just as much of what you need when you need it.

Industrial Definition It is a way of eliminating

search.

Where Do We Need to Organize?

44

Rack & Shelves Cabinets Storage Bins Scan & Save

Cleaning Before Organizing45

Get the dirt off Organizing means

standardization, but standardization cannot start until everything is clean

Eliminate unnecessary items first Clean every dirty places and empty spaces

from which unnecessary items have been removed

Cleaning Before Organizing46

Do cleaning together Gotong-royong

Clean and paint

Set/Organize Key Words47

What Do We Search In An Office?

48

Files, Documents & Forms Building, Level, Department, Desk

& Person Rooms – Meeting, Store, Toilet,

Cafeteria (Pantry), Lobby Power Source, Switches, LAN,

Aircon & LightingError proof the guide so that anyone can move around with less assistance

How Long Can You Wait?49

When you ask someone to bring a hammer, how long can you wait without getting mad?

How long is your Patience? 5 min 2 min 5 sec

How Long Can You Wait?50

What about searching file inside PC?

Storage Proximity – Reducing Buffer

51

If item is used several times a day Store “in the workstation” if possible.

If item is used at least once every 2 days Store in the work area.

If the item is used about once a week Store close to the work area.

If item is used once a month Store somewhere accessible in the facility.

Don’t be a Squirrel Warehouse

Creating Address Grid (Zone Map)

52

Does your office have a proper address grid?

Every equipment, cubicle and every storage place needs its own address What to look for Where to look for

Drawing Floor Lines53

Draw line to delineate workplace into sections Each section denotes separate

responsibility (accountability) Draw line to mark location, space

or position Draw line to regulate traffic

Flow Exit & entrance

Implement a Signboard & Label

54

Part of visual organization strategy Sign or label should be

large and clear Major signboard should

be visible from entrance Floor Dept Section

Unit Name Tag

3 Keys to Organizing55

Organizing is a form of standardization

To organize is to standardize storage

Standardization

AnybodyImmediately

Can See

Can Take OutCan

Return

Where?

What?

How many?

Fix Position

Fix Items

Fix Quantity

3 KEYS

3 Keys – Basic Rules for Storage/Label56

Remember – WHERE? WHAT? HOW MANY?

Do labeling that anybody can understand these questions

Where? Fix Position (indication of place)

What? Fix Items (identification)

How Many? Fix Quantity (indication of amount)

Labeling Strategy

Labeling Strategy57

Labeling Strategy (Visual

Organization)

Stock/Supply

Where?District ID

Sub District ID

What?Shelf ID

Item ID

How Many?ID of Min Qty

ID of Max Qty

Equipment/ Workstation Identification

Fixing Position58

Fixing Items59

Fixing Quantity60

Open Storage System61

Closed Storage System Cannot be seen

Open Storage System Visible at a glance

Shadow Board System62

Classify into groups

Store them together

Let’s Go Out and Play63

30min Create an efficient

layout and less search storage system Map Label Kanban

3S – Shine/Sweep (Seiso)64

Definition Eliminating trash,

filth, and foreign matters for a cleaner workplace. Cleaning as a form of inspection.

Shine/Sweep Key Words65

Order of Cleaning66

Decide what to clean Decide who is in charge

of each cleaning task Decide on cleaning

methods Prepare cleaning tools

and equipment Implement cleaning

Treat office properties as family treasures

Cleaning Targets (What to Clean?)

67

Storage Areas Cabinets, Rooms, Shelves

Office Equipments Fax/Copy Machines,

Aircond Blower, Fans Cubicles, tables, chairs

Surrounding Workplace Aisles, windows, meeting

rooms, toilets, lights, etc

Cleaning Responsibility68

Draw up a cleaning responsibility map Divide into small areas

Create a cleaning schedule Duty roaster

Clearly display the map and the schedule

Cleaning Methods69

Decide how cleaning should be done Identify tools needed Identify locations to

be cleaned Identify cleaning

procedures

Let’s Go Out and Play70

15min Take one area and

think of all the cleaning needs

Develop your duty roster

Develop your cleaning methods

4S – Standardize (Seiketsu)71

Definition Keeping things organized (seiri), neat

(seiton) and clean (seiso), even in personal and environment aspect

A tidy workplace at all times

Institutionalizing everything that was implemented The first 3S Everyone follow the best practices

the best way Define best practices?

Check Unnecessary Items First

72

No unnecessary items remaining after application of red tag tactic

List items for scrap

DEPTCHECKER DATE

YES NO1 Are there any unused items in storage?2 Is there anything in the aisles which is not in use?3 Are there any unnecessary equipments?

4Are there any unnecessary items on or above the shelves or cabinets?

5Are there any unnecessary items around or under the equipments or furnitures?

678910

CHECKLIST FOR UNNECESSARY ITEMS AT THE WORKPLACE

ACTION(INC. DATELINE)

CHECKCHECKPOINTSNO.

Check Storage (Set in Order)73

Are all items properly organized?

DEPTCHECKER DATE

YES NO1 Is storage of supplies fully organized?

2Have the 3 keys been applied to the storage of supplies?

3Have more than 80% of floor lines location been drawn?

4Are there any unnecessary items on or above the shelves or cabinets?

5 Do supplies have an open storage system?6 Van all stored items be seen at a glance?78910

WORKPLACE CHECKLIST

ACTION(INC. DATELINE)

CHECKCHECKPOINTSNO.

Check for Dust & Dirt74

Running a finger along a certain location can show just how clean the workplace is

DEPTCHECKER DATE

YES NO

1Are the items and shelves in storage/workplace is free of dust?

2 Are supplies and shelves free of dust?3 Are workplace free from dirt and dust?

4Is the are around the workplace free from dirt and dust?

5 Are all the aisles and floors clean?6 Has a clean strategy been implemented?78910

DUST FREE/DIRT FREE CHECKLIST

ACTION(INC. DATELINE)

CHECKCHECKPOINTSNO.

Let’s Come Out and Play75

20min Use Google to search

for checklist and develop your own: Unnecessary

checklist Organize checklist Cleaning checklist

5S – Sustain (Shitsuke)76

Doing the right thing as a matter of course

Key Words77

Visual Control78

Visual Control Build

competitive environment

Welcomes constructive criticism

Look at a glance

DEPTCHECKER DATE

YES NO1 Are the 3 keys in operation in storage area?

2Can you distinguish unnecessary items in the offi ce at a glance?

3 Are all the lines work effectively?4 Is the color of the line correct?5 Is the offi ce cleaned?6 Is everybody sticking to the rules?78910

VISUAL CONTROL CHECKLIST

ACTION(INC. DATELINE)

CHECKCHECKPOINTSNO.

5S Photo Display (Exhibition of Success)79

Photos of before and after

High traffic area Communicate to

everybody Keep display for

some timeThe office must have changed a lot since last taken picture.

5S Slogan80

Get everybody to participate in 5s Make everybody

submit at least one idea

Select the best slogan Put slogans on display

(high traffic) Change slogans

frequently

Radar Chart81

Full evaluation of the effectiveness of 5S

Results posted with prizes Incentive for CI

Separate checklist can be developed for different types of workplace Office, Receptionist,

Storage Room Develop first, improve later

Checklist 1Checklist 2

Making A Habit Of 5S82

5S boards & checklist are valuable records of improvement Now you should have a clean office This is just a start of 5S journey

Don’t become complacent Is it possible to keep it that way?

Strive to make 5S habitual Only if you make it a habit

Habitual 1S83

Continuously apply red tag tactic Monthly red tag patrol team Red tag on unnecessary

stock/inventory Controlling quantity for

inbox/outbox

Monthly Red Tag Tactic84

Inspection tour to ensure disposal of unnecessary items Cross-functional team Visit every area Inspection results are

announced

Red Tag On Stock/Inventory85

Controlling the quantity purchased/store Reduce the quantity per order

Start with more than one month Increase the number of deliveries

of supply (stagger) Min-Max level should be visible at

a glance

Controlling Quantity for Inbox/Outbox86

Reduce work discontinuity between functions Regularly reduce the quantity

Transit in smaller batch Improve processing time

FIFO & GreenLane-RedLane

Habitual 2S87

Make it easy to use, return and arrange things Oblique reference lines Shadow board Placement mark Color coding Creating working flow

Oblique Reference Line88

See at a glance any disorder from a distance

Color code

Shadow Board89

See at a glance any disorder from a distance

Color code

Placement Mark90

Outline the shape and position of equipment, furniture, dustbin, flower pots, ashtray, etc Put names on placement

even nothing is present Remember the 3 Keys

Organize by Color Coding91

Avoid mistake by color coding Divide items by group

AP, AR, PO, DO Assign each group a color

Get the Work to Flow92

Make work flow seamlessly between function Setup suitable layout Effective and efficient work

Reduce T.A.T Reduce Work-In-Progress

(WIP)

Habitual 3S93

Making cleaning and checking habitual Checking as part of cleaning Procedures for Clean & Check

Deciding what to Clean & Check Deciding responsibility to Clean & Check Deciding on Clean & Check procedures Implementation of Clean & Check

Checking As Part of Cleaning94

No time to clean & check separately Cleaning should include

checking Point out checking point

Procedures for Clean & Check95

Aim to achieve zero failure, zero error and zero stoppages Step 1: Decide what to clean

What & where Step 2: Decide responsibility

Do not allow no-man’s land Step 3: Decide how to clean & check

Which points & in what order Step 4: Implement cleaning & checking Step 5: Implement cleaning and maintenance

Simple autonomous maintenance

Deciding on Clean & Check Procedures96

Obvious problem points Identify repeating points

5-Why? Develop countermeasures

Clean Repair Replace Lubricate

Implementation of Cleaning & Checking97

Display the Clean & Check List near workstation/work area

Implement the schedule Check and confirm at each point to

be cleaned and checked

Habit 4S98

Maintaining a spotless workplace Is there a standard for the elimination

of unnecessary items? Can order be restored quickly? Is the dirt cleaned up immediately? Are the first 3S is being practiced

fully?

Standards to Eliminate Unnecessary Items

99

Establish standards to make eliminate clutter from your immediate surroundings How long are items kept surrounding

by Red tag and remove ASAP

Can Order be Restored Quickly?

100

What happens if any items lying around and not returned after use? Is 3 Keys working? Does manager regularly patrol the

workplace? Is proper storage taken seriously? Be strict “on the spot” about a messy

workplace

Is Dirt Clean Up Immediately?101

Is the workplace is ever left dirty? Cleaning area defined? Responsibility fixed? Daily cleaning schedule? Has inspection patrol team set up? Are frank opinions and advice

freely exchange?

Are the First 3S Practiced Fully?

102

To what extend the first 3S become habitual? Do you have a standard? Do you follow you

standard? Can you detect messy and disarray at a glance?

Is it taken care of immediately? Is environment kept so clean and dirt

noticeable? Is there regular checking schedule? Do what you say and say what you do

Habitual 5S103

Has 5S become a habit and taken root? Rewarding the right behavior Give constructive behavior Focus improvement Radar Chart

Rewarding the Right Behavior104

Suggestion System Participation & Desire

Contest or Quiz Build knowledge

Penalizing the Wrong Behavior

Giving Constructive Criticism105

Constructive criticism is a sign of commitment

Boss who fail to provide constructive criticism is a failure manager

Leaders should also be ready to accept criticism

Focus Improvement106

Whenever there is a sign of disorder or failure Do you react immediately? Is corrective action identified? Is the actions effective?

Habitual 5S Radar Chart107

Have you succeeded in doing that yet? Cleaning up after unnecessary items appear

Cleaning up so that unnecessary items don’t appear Organizing after things become disordered

Organizing so that things never get disordered Cleaning after things get dirty

Cleaning so that things won’t get dirty Standardizing to avoid mess

Standardizing so that mess becomes impossible Compulsory 5S

Quick implementation of improvement

108

5S In a Nutshell109

6S Terminology110

Sort

Set In Order

Shine

Standardize

Sustain

Safety

When in doubt, move it out A place for everything and everything in

its place To clean and inspect Make up the rules and follow them Make it part of everyday life No job is so important that we can not

stop to do it safely

Seiri111

Seiton112

Seiso113

Seiketsu114

Shitsuke115

Safety116

Create a safe place to work. Safety is priority #1. Prevent accidents and injuries

while enhancing safety consciousness.

Safety and quality go hand-in-hand.

Safety improves as the other S’s are established.

5S Job Cycle Chart117

Single Piece Flow118

Milk-Run System119