The Complete Guide to Implementing 5S

© All Rights Reservedwww.alphanovaconsulting.com© Copyright 2011 Alphanova Consulting, LLC

© All Rights Reservedwww.alphanovaconsulting.com

The Complete Guide to Implementing 5S

Dan Burgos is an experienced Lean practitioner. With over 10 years of hands-on experience leading, and coaching organizations in identifying waste in their processes and leveraging break-through improvements.

Experienced in many industries, such as: Aerospace, Manufacturing, Construction, Distribution, Services, among others.

As President of Alphanova Consulting, Dan helps middle market organizations improve their operations to become more efficient and profitable. While also focusing on developing a culture of continuous improvement.

Connect with Dan at [email protected] or at linkedin.com/in/danburgos1


Table of Contents

• Introduction to 5S

• Red Tag Process

• 5S Standards

• Auditing

• Coaching & Motivating

• Engaging your Workforce

© All Rights Reservedwww.alphanovaconsulting.com© copyright 2010 Alphanova Consulting, LLC

Introduction to 5S


Definition of 5S

Introduction to 5S

• A process and system for creating and maintaining a clean, orderly, safe, high-performance workplace.

• Sets the environment for Standard Work


• Safety– Reduce the number of lost time accidents, workman’s

compensation claims and OSHA recordables

• Quality– Eliminate the possibility of using previously rejected

parts or the wrong tools. Eliminate contamination and assure compliance to standard procedures

• Productivity– Eliminate wasted time looking for tools. Reduce cycle

time, reduce equipment downtime through regular cleaning and inspection

Benefits of 5S

Introduction to 5S


Common reactions to 5S

Introduction to 5S

• Why clean when it just gets dirty again?

• The last time we tried 5S my things got thrown away…

• We did 5S already and it did not work…

• We are too busy for 5S activities…


What 5S is really about

Introduction to 5S

5S IS 5S IS NOT

About sustained workplace organization and discipline

A tool that benefits the entire organization

A continuous process and an on-going management tool

For everyone in the organization

About cleaning

A tool beneficial to the “shop-floor only”

A one time event

“Someone else’s” responsibility


5S Descriptions

The 5S’s

Introduction to 5S

Sort

Set in Order

Scrub

Standardize

1S

Sustain

Safety

• Identify necessary and unnecessary items. Discard or properly store the unnecessary items.

• Arrange the necessary items in an orderly fashion.

• Clean the area thoroughly and identify sources of uncleanliness.

• Develop a systematic routine for auditing and maintaining the previous 3 S’s.

• Maintain the implemented improvements over time and create a culture of discipline.

• Create a culture that is safety conscious and that continuously strives to eliminate hazards.

2S

3S

4S

5S


The Red Tag Process


The Red Tag ProcessWhat is the Red Tag Process?

▪The Red Tag Process is typically a kick-off activity of the 5S initiative. Falls under the Sorting activities. In this process, items that are not necessary for the daily tasks of the work areas are identified and red tagged for disposition; which could be discard, re-locate, and/or store.

▪Once the initial red tag process ends. A continuous cycle of the 5S’s should remain.


The Red Tag ProcessRed Tag Process Steps

Step 5

▪Evaluate red tag items

Step 4

▪Conduct Red Tag Session

▪Define Red Tag criteria and Procedures

Step 3

▪Form a team and select area to work on

Step 2

▪Order / Develop Red Tags

Step 1


The Red Tag ProcessOrder / Develop Red Tags

▪ Bright red to promote visibility

▪ Specify the following information:

▪ Best if a detachable red tag locator

at bottom

o Quantity

o Reason for tagging

o Completion Date

o Disposition required

o Action taken

o Work area

o Tag number

o Tag date

o Item description

o Party responsible for

disposition


• Select members from various areas

• Select a manager to participate as a member

• Select an area based on:

– Highest need for organization

– High probability of success (if initial rollout)

• Notify employees in area

• Bring any necessary tools, carts, tables, etc.

• Everyone should be prepared to participate

The Red Tag ProcessForm a team and select area to work on


• Start in one area, then sort through everything

• Discuss removal of items with all people involved

• Immediately red tag all items to be moved out of area

• Remove all red tag items to a holding area

(DO NOT THROW ANY RED TAG ITEMS AWAY)

• Track disposition

• Do not red tag trash

• Supervisors and operators will determine disposition of red tag items

The Red Tag ProcessDefine Red Tag criteria and procedures


The Red Tag ProcessConduct Red Tag Session

• Red Tag is placed on Item and Red Tag Board• Fill out tags as used• Board is located next to leader area

• Keep area tags visible to everyone until disposition actions are complete



• The Red Tag Board is located next to the area leader to ensure timely disposition of items

• Create a Red Tag Area before tagging and moving any items

• All items will be reviewed and disposition will be made

• Any one can bring items at any time

The Red Tag Area



Just because an item is moved to the red tag area does not mean it will be thrown away; it only means a decision needs to be made about where the item should be located.

The Red Tag Area

© All Rights Reservedwww.alphanovaconsulting.com 19

The Red Tag ProcessEvaluate Red Tag Items

• Dispose of truly unnecessary items

• Retain red tagged material if there is proper justification

• Discard any material which has been red tagged after a pre-determined time

• All red tags must be completed and returned to the red tag coordinator


5S Standards


The first S - Sort

5S Standards

• Determine what is necessary for the job and get rid of what is unnecessary

• Mark excess items (equipment, parts, storage or work tables, etc)

• Record, Go Tag, and remove

When in doubt,Throw it out!


The first S - Sort

5S Standards

• All items not necessary for performing work are removed from the workplace

• Nothing is placed on top of machines, cabinets, and equipment

• No outdated, torn, or soiled announcements are displayed on cell’s boards

• All cleaning equipment is stored in a neat matter, handy and easily available when needed

• All containers are properly labeled and are legible


The second S – Set in Order

5S Standards

• After sorting, arrange and label things for easy access

XXXXX

YYYYY

ZZZZZ


5S StandardsThe second S – Set in Order

• The entire work area is visually indicated (including aisle ways, workstations, equipment, storage locations, etc.)

• Tools, jigs, fixtures, and work instructions are arranged neatly and stored in a way that they are kept clean and free of any risk of damage

• Pallets are positioned on the floor in clearly marked areas by painted lines


5S StandardsThe second S – Set in Order

• Painting

– Aisle direction line

– Section off designated areas: cart storage, mop location, door range, etc.

• Color-coding and Outlining

– Indicates each item’s storage location

– Color coding is very effective

– Trace tool profiles onto surface

• Signboard

– Indicate location of areas, processing, or equipment

– Give directions in factory

– Inventory locations

Make It Obvious Where It Belongs


5S StandardsThe third S – Shine

• Clean the area frequently:

– sweep

– mop

– dust

– scrub

– clean several times each shift


5S StandardsThe third S – Shine

• Equipment • Fixtures• Tools• Cabinets• Workspace• Carts• Machines• Cabinets• Materials

• Tables• Chairs• Floor• Aisles• Storage Areas• Offices• Books• Catalogs• Correspondence• Magazines• Shelves

What Should Be Cleaned?

Production Areas Office Areas


5S StandardsThe fourth S – Standardize

• Review procedures conducted for Sort, Set In Order, and Shine and incorporate elements into the everyday work activity

• When an item is not in its designated place it should be obvious at a glance

• Post all parties responsibilities• Post a cleaning schedule in the work area• Post audit, trend chart, and newspaper• Answer the question: What new reoccurring habits

will we introduce to prevent each area from accumulating clutter again?


5S StandardsThe fourth S – Standardize

If We Don’t Standardize…

• Conditions revert back to the old way

• At the end of the day, unneeded items are left in the production area

• Tool storage becomes disorganized

• Items get misplaced or disappear

• Debris collects on the floor


5S StandardsThe fifth S – Sustain

• Make 5S stand the test of time

• Build “housekeeping” into every process

• Everyone has to accept 5S as a personal goal

• Create a culture where 5S is second nature

• People follow examples (good and bad), set a good example


5S StandardsThe fifth S – Sustain

Key Elements For Success

• Total employee involvement

• Total management support

• Making 5S part of daily work

The goal is to make 5S part of the daily routine


5-S Auditing


5S Auditing5S Audit Guidelines

• Develop a standard procedure for the 5S process:✓ Training on 5S standards and checklist use✓ Audit Frequency✓ Participants and roles✓Document Implemented improvements✓ Improvement expectations

• Measure and post results of audits on all areas• Identify 5S owner of each area• Conduct follow up sessions on regular basis• Office areas should be included in 5S auditing


5S AuditingSample Audit Checklist


Coaching & Motivating


Coaching & MotivatingCoaching & Motivating - Sort

Are all unneeded parts or materials out of the area?

•Only needed parts in area•Unneeded parts & items in area



Are all unneeded machines or equipment out of the area?

•Area free from excess equipment•Decommissioned machine in area



Are all unneeded tools or fixtures out of the area?

•Tools labeled•Tools in designated area•No excess quantities

•Tools not labeled•Tools not in designated area•Tools in excess quantities


Coaching & MotivatingCoaching & Motivating – Set in Order

Are there designated locations for personal items and tool boxes?

•Tools with designated area•Tools organized and labeled

• No labels• No designated locations



Are shelves and other storage areas designated and labeled?

•Drawers labeled and shelves organized•Fixtures and equipment thrown into cabinet



Floors should have visual marking to indicate when specific areas are to be used for a specific purpose.


Coaching & MotivatingCoaching & Motivating – Shine

Are floors kept clean and free of trash, shavings, debris, water and oil?

•Free of dirt•Free of oil•Free of shavings

•Oil present•Dirt present•Shavings on floor


Coaching & MotivatingCoaching & Motivating – Shine

Are the machines wiped clean and kept free of shavings and oil?

•Machine wiped clean•No presence of oil on machine exterior

•Machine not wiped clean•Oil on exterior


Example Of Cleaning Schedule

Coaching & MotivatingCoaching & Motivating – Standardize


Coaching & MotivatingCoaching & Motivating – Standardize

Are cleaning equipment and supplies defined and available?

•Organized, labeled, with designated location

•No labeled lines present•No Designated location


Coaching & MotivatingCoaching & Motivating – Sustain

Are audits current, graphed and countermeasures documented?

•5S audit and trends posted

•No audit or trends posted


Coaching & MotivatingCoaching & Motivating – Sustain

Is there a 3 week trend of improvement?

•Improvement gains sustained•First 3S’s being maintained

•Improvement gains not sustained•First 3S’s not being maintained


Starting off

Very often leaders take charge of the process on their own without engaging their employees. Here are some tips to avoiding that:

– Pick a small area in your business to kick-off– Select an enthusiastic group of individuals– Create a model area to drive interest– Train your employees– Expect resistance & be patient– Discuss the benefits– Show them the waste being eliminated– Stay disciplined– Seek their feedback & ensure you act accordingly

Engaging your Workforce


Longer term

Once your initiative is underway, the challenge then becomes spreading it out and ensuring sustainment:

– Ensure your leaders are on-board

– Visit the areas to show your commitment

– Review the audits and actions being taken

– Beware of pencil whipping of audits

– Rotate your auditors often

– Roll out to the office areas

– Have shop floor/office employees auditing

– Ask questions and encourage self initiated improvements

Engaging your Workforce


5S SummaryFinal Guidelines

• Charter an enthusiastic champion to lead it• Management should be involved in the initial implementation, initial cleaning…..and be active in the sustain phase• Once you start, keep it going until the entire plant has gone through the process• Institute a method of accountability that reinforces the positive and highlights the opportunities• Keep 5S supplies on hand for windows of opportunity


ABOUT USWe are Alphanova Consulting.

A Management Consultancy supporting middle market manufacturing, distribution, aerospace, construction and service organizations through the implementation of operational excellence throughout their businesses.

We strive to build partnering relationships with our clients for their long-term success.

Let’s partner for your improvement and growth!

Contact us at:

Mobile: 817-705-1313

Email: [email protected]

Documents

The Complete Guide to Implementing 5S