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5 ‘S’ and
Visual Control
Management
Spotless clean workplaces
Swachh Bharat Abhiyan
Few facts about the Second largest economy in the world
1. Children clean their schools every day for 15 minutes, which...
led to the emergence of a generation which is keen on
cleanliness.
2. Any citizen who has a dog must carry special bags to pick up
dog droppings.
3. Hygiene and eagerness to address cleanliness is part of their
ethics.
4. A hygiene worker is called "health engineer" and can
command salary of USD 5000 to 8000 per month, and a
cleaner is subjected to written and oral tests!!
5. Even though one of the richest people in the world but they
do not have servants.
6. If you go to a buffet restaurant you will notice people only eat
as much as they need without any waste. No wasteful food.
7. Rate of delayed trains is about 7 seconds ! They appreciate
the value of time, very punctual to minutes and seconds .
Emergence of :
Toyota Production System – Lean Manufacturing - 5S
No Operational Wastes Consistency Of Output
5 Segments
of the program Need for
Visual controls
Who should be
the owner of
Visual Controls
Visual
Workplace
Transparency
and
Sustainability
Process Control
Tools
Various Lean tools which help
eliminate/reduce operational wastes (3 areas) … 1. Product /Process cost
– Takt Time / VSM
– 5S
– VCM
– Gemba
– Kaizen
– PokaYoke
– Six Sigma
2. Fixed asset utilization
– TPM / OEE
– SMED
3. Working capital
– JIT
– Kanban
Launch pad for Lean Six Sigma
Mission Statement of a corporate
• We focus on delivering world-class products at an affordable
price.
• Our determination to achieve excellence leads us to new global
benchmarks.
• All workmen , executives, managers and team leaders live the
“5S” philosophy to support “Lean” culture.
• Our people have
Consistently risen above all challenges,
Maximized opportunities and
Positioned our company as a lead supplier of Engineering
products.
What can make us World class ? .....
• Exceed customer’s
expectations
– Shrink the lead times
– Reduce the Input cost
– Highest quality
– After sales service
How ::
• A process put in place to
continuously meet /
exceed customer’s
expectations
• Lean Manufacturing
• Robust monitoring system
– 5S
– Visual Controls
Performance Excellence thru’ 5S
• To enhance performance and remain competitive
– organizations resort to improvement programs like
TQM , ISO 9000 -14000-18000 , BSC , SRM, CRM ,
6Sigma, Lean
– with ultimate goal of improved productivity and
efficiency.
• One such tool which supplements these programs and speaks
the same language across the entire organization is “5S”
supported by Visual controls.
5’S’ – A Quality Improvement tool
• Needs to be driven by none other than the CEO/Unit
head
• 1st step towards world class is identifying and
eliminating operational wastes which dent our profits
and reflect our performance negatively in front of our
customers
• A neat & orderly workplace helps in identifying wastes
• 5’S’ implementation should be associated with clear
measurable / quantitative benefits in Rs value , to be
validated by accounts department
Why ‘5S’
• It is a quality improvement Lean tool
• New way to set standards ( as opposed to Work
study) & maintain discipline we all agree.
• Leads to greater safety & efficiency leading to
measurable financial improvements
• Gives Visibility with motivating results
• Thus ‘5S’ is known as the 1st step in journey to
Visual Control & Mgt , LEAN , TPM & Kaizen
Reasons to implement ‘5S’
• No searching
– PEEP
– Problems , if any are noticed quickly
• Improved safety
– No items on the floor
– Less dust
• Fewer breakdowns
– Less dust , Less wear of moving parts in the m/cs
Sorting
In normal working we tend to accumulate
1. rejections ,
2. documents and copies ,
3. in-complete work ,
4. stationery ,
5. maintenance spares ,
6. consumables etc
Sorting helps us to get rid all un-essential stuff we
keep holding for NO meaning
How does the organization benefit
• Sorting ….
A team activity involving employees across the
organization
– ( Removes un-wanted objects)
– (Reduces waste space , energy etc)
• While sorting look for
Material
– Behind and under the m/cs , racks , tables
– End pieces / rusted bearings
– Material awaiting decision for months
How does the organization benefit
• While sorting look at each object . Do we need it at all –
if not – discard / sell
• Put a red tag on all those items which are not needed
• Put all these items in Red / Yellow tag areas.
• Red tag area should be in the most prominent location
for every one to see and NOT in any corner.
For production
use at a later
date
Not required at all
( May be useful to
other departments)
Elements of an Activity
NVA ( waste ),
60%
VA, 5%
Necessary
NVA, 35%
Elimination Reduction
• By clearly defining Value as perceived by the customer • all Non-value added can be targeted for removal / reduction
step by step
For most operations only a
small portion of the total
time & efforts actually add
value for end customer
What is then Waste (MUDA) ?
MUDA (Waste and Losses) Work (Value Adding) Activity +
Value Adding Activity A process step that transforms the
shape, property, characteristic or
feature of a product or service in the
direction specified by the customer
Non-Value Adding Activity
Process steps that take time,
resources, or space, but do not add
value to the product or service and
thus doesn’t add value to customer
Set of
processes
Customer pays only for Value addition
=
Set-in-Order
Thru PEEP , Efficient Layout & color coding
• Make drawing of the current situation
• Brain storm for an optimal layout
• Agree on a color code
• Mark location for all objects with chalk or removable
color tape to visualize the future layout
• Label every required item with proper
location (PEEP)
PEEP
Items
Very rarely
used
Long intervals
between use
Frequently
used R
un
ners
R
ep
ea
ters
S
tran
ge
rs
Set-in-order “SEITON”
• Keep list of all important things like :
– Files
– Tools
– Keys and
• Ensure such lists are known and accessible to all
• A world class office is expected to locate any
paper in less than a minute
• Every key should have a tag mentioning the lock or
cupboard no.
• Test the placement of everything by checking
• Assign responsibility and ownership of above
• Ensure availability of
safety equipments
and adherence on
usage ( Safety
shoes, gloves ,
helmet , goggles , ear
plugs etc )
• Ensure the emergency
exit is kept clear of any
obstructions
• Create a assembly
place for any
emergency
Ensure no loose or
un-terminated electrical
wires
hanging anywhere
Label every switch with the
corresponding lamp/
equipment it is supposed
to operate
Material at Eye level
Five principles of storage
for “One Touch Pick Up” and
space optimization
CLIT - When to do it? (Clean , Lubricate , Inspect , Tighten)
• C L I T is NOT one-time cleaning.
• C L I T has to be done repeatedly, according to a
schedule.
• It should never be done ONLY when there is free time.
(You are welcome to do it during free time ALSO).
• Production Planning must keep time aside for Initial
Cleaning.
• Ideally, keep 1 to 2 hours a week ( Min 5min each at start
and before end of each shift).
5S (contd)
Shine (Seiso or scrub )
keeping machines
and work areas
clean.
Seiso
is not just cleaning,
but also inspecting
and simple repair
and preventive
maintenance.
• Daily follow-up cleaning is necessary
to sustain this improvement.
• Ensure cleaning consumables/
Lubricants are replenished in time
• Ensure availability of dust bins near by
• Painting and cleaning makes it easier for
workers to notice spills or leaks quickly
Cleaning and Inspection of area and
equipment around Workplace with
the purpose of Identifying abnormalities
How do we know we have a
working ‘5S’ system Check list for an effective “5S”
• Drastic freeing up of space
• 1min traceability of required paper/ material/ tool
• If a very important customer comes to your plant &
• you don’t need to do extra cleaning
– ie, Always ready to welcome visitors
• No last moment rush for Visual displays for Audits
Sustainability with standardization
• Train all involved to maintain 1- 4s religiously : daily
• For this to happen encourage all involved to measure
the results regularly with focus on continuous
improvement
– Space saved
– Scrap / wastage reduced
– Breakdown
– Safety
– Rejections
– Productivity etc
Approach ( Employee Involvement )
• Train employees to collect meaningful data (free
from error of measurement)
• Develop permanent solutions using appropriate
problem solving tools
• Keep records of the process performance , update
them continuously and use them on continuous
basis.
• Train employees in the methods of SPC and other
quality improvement tools for improving quality
• Greater employee involvement in
– observing,
– analyzing and
– improving the processes in which they work
everyday .........
• helps to improve the Employee morale and
• lays foundation for a sound Continuous
improvement culture.
1 SORT
Organize
Clearly distinguish
needed items from
un-needed
items &
eliminate
the latter
This is the
condition
We need to
support after we
Maintain
the first 3 pillars
4 Standardize consistent
approach
2 SET IN ORDER
Orderliness
Keep needed
items in the
correct place to
allow easy &
Immediate
retrieval
3 SHINE
Cleanliness
Keep the
work place
swept & clean
5 SUSTAIN
Discipline
Make a habit of
maintaining
Established
procedures
5 ‘S’ Of
Work place
organization
The 6th ‘S’
Safety
Potential Benefits of implementing 5 ‘S’ Summary
1. Increase product and process quality (Less
defectives)
2. Develop control through visibility
3. Identify problems more quickly
4. Promote stronger communication among staff
5. Empower employees to sustain their work area
6. Improve safety
7. Decrease down time
8. Raise employee morale
9. Establish convenient work practices
Where all does 5S impact an
organization ?
Safety
5S
Productivity
Team
Spirit
Housekeeping Faster
response to
customer
Quality
Cost
saving
So , Housekeeping
is not the objective
of 5S but the result
of effective 5S
Incorporate Environmental and Health & safety
measures into the workplace Benefits
• ISO 14001 - International Organization for Standardization
– By reducing waste and using fewer raw materials, costs are
reduced.
– Fewer costs give companies a competitive advantage.
– Compliance to RoHS : restriction on use of hazardous
substances
– Leads to gain customer trust and improved public image. This
can be used to benefit the company from a marketing
perspective.
• OHSAS 18001 - Occupational Health & Safety Advisory Services
– Identifies health hazards and evaluates risks
– Provides a safer, healthier work environment. This should help
reduce lost time due to illness and injury.
– Helps to minimize accidents.
FTY
Yield =
(352 – 103)/
352
= 70.7%
= FTY
&
The Hidden Factory
The
Hidden factory
is due to
The inability to
correctly
comply with
required
specifications
the first time
The hidden factory of in-process inspection and
rework accounts for 98.6% - 70.7% = 27.9%
Hidden
Factory 103
98.6%
352 347
PokaYoke
• Japanese words "poka" (mistake) and "yoke" (prevent)
• The essential idea of poka-yoke is to design your
process so that ..
- mistakes are impossible
- the visuals/Instructions should be user-friendly and
self-explanatory giving no chance for error
• Pokayoke was originally designed for error proofing of
Quality issue , later extended to Safety for Accident
prevention ….
Why Visual Controls
• A picture is worth a thousand words
• Appearance matters when a brand or an
organization is being judged
• First impression helps to bring in customers
• Customer or the prospective customer has no time
to dig at details .
• The organization must demonstrate it is good,
the very first time thru its appearance &
performance.
Visual Controls
• A Visual Workplace is
– More Mistake-Free Workplace
– More Productive &
– More Dynamic
• Visual controls techniques can be flashing lights with
audible sounds to attract attention such can be seen at
a crosswalk.
• They are used to stop or correct a problem as it
occurs. A good example of visual management is
signs, lines and color
0
5
10
15
20
25
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C Chart
Visual Control and Management
is one of the most important tools of Lean Manufacturing ..
to steer your organization to world class levels thru’
1. error proofing of processes
2. transparency in management
3. building a culture of team work leading to
4. robust monitoring mechanism
- When things are visible, they are kept in conscious mind.
- It also ensures that everyone has a common viewpoint of
what is being displayed.
• The purpose behind implementing Visual controls is to
expose abnormalities in the process that end up costing
the company money or create waste.
• When visual control is able to help employees recognize
these abnormalities action can be taken to correct the
problems,
– reduce rejections,
– shorten production lead time and thus
– keep the delivery due dates, reduce inventory,
– ensure a safe and comfortable working environment, and
– increase the company's profit.
• Customers are the ultimate beneficiaries of such efficiency
when they consistently receive a high quality product
Visual Communication
• Is as old as human race
– Different design & colored flags to show various
caste /creed , territory etc
– Armies under different banners
– Army hierarchy badges on shoulder
– Flags on places of worship etc
• It is spreading thru Factories and Workplaces via
Photographs , posters , illustrations , performance ,
targets etc (Text is not regarded as visual)
Do it right the first time , and
Do the right things right .
to ensure consistent quality
Why do things go wrong ??
Elements of a Production Activity 1 ‘I’ & 5 ‘M’s
Men
Machine
Method
Measurement
Material
Visual controls help
to ensure this
information is
transmitted
effectively to arrest
such discrepancies
and take corrective
action
Visual Communication
• Gives accurate perception of reality
• Curve on a chart seems more real than dept memo
• Charts should be large and should be visible from
distance
• In conventional communication only the concerned
person is aware of the problem , ……
• Thru’ Visual communication every one in the workplace
gets to know about the problem and can contribute
towards solving the problem
• Promotes team work , participation in progress , job
enrichment , decision by consensus.
Workmen participation
• With active involvement of workmen the visual
communication gains more importance
• Commitments and results are displayed on on-going basis
with focus on
> Quality
> Production schedule / adherence
> Inspection Instructions
> Maintenance schedule
> Performance indicators
> Group’s accomplishments
– thru charts , graphs , photographs etc
• The displays should generally face the passage-way or in
break-out area for maximum accessibility to all.
Knowledge dissipation 3 levels .......
• With Individuals ( ie left to each operator)
– Possibility of inconsistent quality as individuals purse
own process steps
• Centralized ( Authority with one Single dept )
– Production units lose the ability to pursue initiatives
and administrative departments gain this authority
• Public Knowledge ( across the entire work place )
– Procedures are created jointly , leading to ownership
– SOPs are displayed at every work station
– Organization transforms in to visual data base.
Gemba Place where you create value for your customers
• Place where it actually happens ( Place of action)
• Gemba refers to the place where value is created; in
manufacturing the gemba is the factory floor.
• In lean manufacturing, the idea of gemba is that the
problems are visible, and the best improvement ideas will
come from going to the gemba.
• Solutions designed away may not get acceptability
• Rather than hear or read , visit Gemba , experience the
situation FIRST hand
Also means “reality” or even truth
Participative Management
• Manufacturing quality products ( consistent quality) is
possible only if workmen rigorously abide by operating
standards
• The quality of a given procedure is like the overall
harmony of an orchestra
• Production team should be involved in developing the
SOPs
• Every improvement should get updated in the SOP
• The frequency of these updates is the best
indicator of workers involvement
SOPs - fields covered
• The basic purpose of document is to teach
• Hence Visual documentation fulfils two roles
1. To transmit knowledge to all concerned
2. Provide instructions
Sectors covered can be
– Production
– Warehouse
– Quality & Testing
– Safety
– Offices etc
A successful organizations encourages all departments
to participate in visual documentation
Visual documentation accuracy
• Communication under Visual documentation is for
masses
• Completeness wrt type of tool , fixture to be used ,
torque etc
• Graphics , symbols , colors , snapshots enhance the
quality of Visual communication
• Among other things the visuals/Instructions should be
user-friendly and self-explanatory giving no chance for
error or assistance
Wheel of progress thru’ Visual Management
Standardization
Visual
Communication Modification Adherence
Observations
Ownership
of
documents
Easy to read
SOPs/documents
Improvement
ideas
Visibility of
Results
Visual organization facilitates the entire improvement process
Make Progresses Visible Selecting Indicators
• If production unit’s primary role – Production nos. are visible , the secondary role – producing improvement should also be visible, eg
– Reliability of m/c , A P Q
– Period of operation w/o breakdown
– Inventory
– Lead time
– Tool c/o time
– % rejection
– No of machines monitored with SPC
– No of pokayoke
– Training skills
– Work accidents
– Safety audits
Graphs The various types of graphs are
• Line graph or Run chart
– Line Graph basically defines the pattern of data ,
while
– Run chart plots a given variable as a function of time
• Bar chart
– Rectangular bars are used to represent the qty. of
variable
– Histograms and Pareto charts fall in the category of
bar charts
• Pie chart or Circle graphs
– Represents data as slice of a pie . Larger the slice ,
the larger that item is of the whole
Uses of Control charts
1. Monitor the process . Detect changes over a period of
time.
– The moment the process tends to go out of control ,
assignable causes are found and problem is
plugged
– Continued control ensures quicker detection and
corrective action
2. As the variability is predictable , it helps in proper
estimation of output
3. Once the process is under control , efforts are put to
reduce variability
Visual Control and Management system It can be related to parts of a car
Transmission
Steering &
Gas pedal (Accelerator)
Engine
Fuel
What to communicate thru
Visual Communication 1. Productivity goals
2. Work Instructions - SOP
3. Prorata production
4. Shortages
5. OEE
6. Control Charts
7. FPY
8. Quality goals
9. Defects – Possible causes
10. DOC
11. Set-up standards
12. Attendance goals
13. Safety initiatives and precautions
14. Team Objectives
15. Other relevant information
• The purpose behind implementing Visual controls is to
expose abnormalities in the process that end up costing
the company money or create waste.
• When visual control is able to help employees recognize
these abnormalities action can be taken to correct the
problems,
– reduce rejections,
– shorten production lead time and thus
– keep the delivery due dates, reduce inventory,
– ensure a safe and comfortable working environment, and
– increase the company's profit.
• Customers are the ultimate beneficiaries of such efficiency
when they consistently receive a high quality product
If u don’t get out of ur comfort zone ( Chalta hai attitude) , u
will find the world has left u behind
• List one Visual control which u would like to implement
for betterment of your department which will take your
organization to no. 1 position in the corporate world
• Have a systematic plan-with goals , deadlines
• Get ur seniors , peers in the loop to enlist their support
• Don’t rush – change doesn’t happen overnight , push
ur boundaries towards overall goal
• Once you reach your goal , set new challenges
So , Let us get started on effective
Visual Control & Management
Our other Training Programs
In-company as well as Open prog.
• Enhance Productivity & Inventory turns thru Principles and Applications of Lean Manufacturing – 2days
• World class Mfg - 3 days
• Operational Excellence - 1d
• Resisting Price Increase (Purchase) - 2days
• Performance Excellence thru 5S and Visual Control Mgt. - 1day
• Lean Six Sigma - 2days
• Material & Inventory Management - 1day
• Vendor Management & Development - 1day
• Materials – A profit centre - 2days
• Gemba Kaizen - 1day
