5S Concept

THE 5S CONCEPT

POWERPOINT TEMPLATE

AGENDA 1. Quotes

2. Definition – What is 5S?

3. Reasons for the
Introduction of 5S?

4. Waste in Production
and Office

5. Benefits of 5S

6. Phases of 5S

7. Implementation of 5S

8. 5S and Change
Management

9. Key Personalities

10. Sustainment of 5S

11. Designs /
Implementation Plans

Everything, which is done orderly,
with measure and according to rules,
generates something good.

Plato (Greek Philosopher)

Compared to the ability to put in order the work of one
single day sensibly, everything else in life is a walk in the park.

Johann Wolfgang von Goethe (German Writer)

Order is the connection of variety with a rule.

Immanuel Kant (German Philosopher)

The soul of every order is a huge garbage bin.

Kurt Tucholsky (German Writer)

DEFINITION – WHAT IS 5S?

Japanese philosophy focuses on the effective organization
of the workstation and on standardized work processes

Instrument to design a safe, clean and structured work environment,
to reduce unproductive activities and to improve quality, efficiency and security

Work process shall be run without interruptions and waste;
searching, long transportation routes and waiting times shall be avoided

Involvement of all concerned employees

DEFINITION – WHAT IS 5S?

Method which is mainly applied in the production area
as well as in the service sector

Order and tidiness are basic requirements for the improvement
of work processes, quality control and employee commitment

Can be used within every division of the organization; e.g., production,
services, administration, data storage, information technology

Visualization of developed standards at the workplace;
differences can be easily recognized by externals and superiors

DEFINITION – WHAT IS 5S?

Transfer of Japanese Terms into English

Seiri Seiton Seiso Seiketsu Shitsuke

Sort Set in order shine standardize sustain

Sort out everything Useful items get The work station Visualized standards Self-discipline to
which is not needed a defined, labeled is completely help to avoid new maintain order and
and permanent cleaned from tidiness; every item
at the workplace scratch disorder always belongs to its
place
defined place

Today, many companies use 6S, 7S or 8S by adding elements such as safety, quality or customer satisfaction

DEFINITION – WHAT IS 5S?

5S DESCRIPTION PRINCIPLES EXAMPLES

Seiri Keep only necessary items  Review tools, parts and instructions  Obsolete expired procedures
at the workplace  Keep only what is essential  Damaged / expired inventory
Sort  Eliminate everything that is non-essential  Outdated / old equipment
Arrange items to promote
Seiton efficient workflow  Arrange items in logical order  Excess movement
 Indicate places for each item clearly  Excess transportation
Set in Order  Keep each item close to where it will be used  Over processing
 Over production
Seiso Clean the work area so  Initial cleaning of work station, tools and facilities  Excess inventory
that it is neat and tidy  Assign areas of responsibility  Excess delays
Shine  Return all items or files to their assigned place
Set standards for a  Eliminate causes of dirt and interruption  Dirty tools and equipment
Seiketsu consistently organized  Make cleaning a part of daily work  Spills and leaks
workplace  Clutter and mess
Standardize  Create standards for “Sort", “Set in Order” and “Shine”
 Make standards easy to understand with visual controls  Work instructions
 Assign and educate on individual responsibilities  Hazard warnings
 Equipment / tool labels
 Process diagrams

Shitsuke Maintain and review  Measure and monitor processes  Emphasize cooperation
standards
Systematize  Address root causes and avoid reversion to the “old ways”  Communicate clearly

 Promote individual feedback and response for improvements  Support innovation

THE 5S IN PARTICULAR – SEIRI SEIRI
Sort
Sort out what you do not need:
 Decide what you need
 Remove unnecessary clutter, throw away all superfluous items

and unrelated materials at the workplace
 All tools and materials must be classified and stored
 Remove items which are broken, unusable or rarely used
 Everything else is stored or discarded

THE 5S IN PARTICULAR – SEITON SEITON
Set in Order
Set in order what you need:
 Once you have eliminated all unneeded items, turn to

left-over items
 Put everything in its place to store and locate necessary

items quickly
 Arrange tools, components and instructions so that most

frequently used items can be easily located

THE 5S IN PARTICULAR – SEISO SEISO
Shine
Clean work station, machines and tools:
 Clean workspace and all equipment, keep it tidy and organized
 Find and eliminate causes of dirt and grime
 At the end of each shift, clean the work station and be sure that

everything is put back to its place

THE 5S IN PARTICULAR – SEIKETSU SEIKETSU
Standardize
Maintain order with visualized standards:
 Simplify the maintenance of your system and cleanliness
 Develop procedures, schedules and practices
 Assess usage and disposal of items
 All employees who execute the same job should be able to work

with the same tools at every workstation and find all items in the
same order

THE 5S IN PARTICULAR – SHITSUKE SHITSUKE
Sustain
Disciplined compliance with new standards:
 Maintain and review standards and establish them as fixed

procedures
 Maintain focus on the new procedure and avoid dropping back to

old habits
 While maintaining the new procedure, also think of possible

improvements
 When a suggested improvement, new tool, new requirement etc.

is introduced, review the first 4S and make corresponding
changes

REASONS FOR THE INTRODUCTION OF 5S

Initial Situation

Undefined responsibilities, e.g. Short term clean-ups due to Ambiguous guidelines
at interfaces and common spaces surveys or similar occasions and missing standards

High expenditure of time 5S Obstacles through items
for searching and waiting and tools lying around
Spare parts are stored in
Shortage of storage space several work areas and Search for individual
which is in urgent need not always inventoried workplace solutions

WASTE IN THE PRODUCTION SECTOR

TRANSPORT INVENTORY MOTION WAITING

Moving products from one Material / products Extra physical or mental Delays through shortages,
place to another without wait in the warehouse motion or bad ergonomics stoppages, waiting for
creating value to be worked on machines and approvals

OVERPRODUCTION OVERPROCESSING DEFECTS INTELLECT

Producing more than More excess value than the Error corrections Skills and capacities
customer has ordered customer requires; waste in and repetitions of employees are not
process fully used

WASTE IN THE ADMINISTRATION SECTOR

LACKING INFORMATION EXTRA INFORMATION INFORMATION TRANSPORT MISTAKES

Inquiries, duplications, search Large mailing lists, Double information Rework, lack of employee
for files or persons, defective superfluous copies, (paper and email), lack training, lack of quality and
or incomplete performance information generation of understandability, safety, deficient customer
of tasks without assignment, slow internal communication, connections, wrong
meetings instead of decisions by circulation information
WAITING telephone conferences
COMMUNICATION
Waiting for information INVENTORY
caused by man or machine, Badly synchronized processes
broken deadlines, waiting for Open offers or orders, and interfaces, media breaks,
callbacks abounded material and aids, no use of facts and data
double filing, spare parts

DIRECT BENEFITS OF 5S  Increase of productivity and efficiency
 Raises employee satisfaction and removes
 Clean and organized work areas where every tool,
utensil and subassembly has its defined place obstacles at work
 Flexibility for department specific requirements
 Optimized conditions for standardized processes  Makes problems immediately visible
 Creates space and saves time  Is uncomplicated and quickly leads to significant results
 Careful use of tools and equipment builds

responsibility for work station
 Improves quality and eliminates waste

INDIRECT BENEFITS OF 5S  Complies with agreed standards and rules

 Creates structures  Basis for the implementation of further concepts
 Defines explicit fields of responsibility to improve the work performance
 Reduces costs, mistakes and accidents
 Improves corporate image  Involves employees and enables them to influence
 Promotes team spirit their work environment positively
 Increases work motivation
 Simplifies communication  Enables everybody to build and improve a functional
and tidy working place

PHASES OF
THE 5S CONCEPT

PHASE 1 – SORT

Question for all work areas:
“Is this item necessary for this work station and is it regularly used?”

If yes, items remain at their current place.

Items which are only occasionally used are marked.

Obvious trash and items without value are disposed.

What cannot be assigned but shall be stored, is marked with a
 Red Tag and transferred to a quarantine area
Decisions on items in the quarantine area are made later
(e.g., give away, sell, move to other department)

PHASE 1 – SORT 5S RED TAG 5S RED TAG

Red Tag – One-Sided General General
Responsible Responsible
5S RED TAG Date Date
Department Department
General Item Item
Responsible Number Number
Date
Department Test criteria Test criteria
Item Not needed Not needed
Number Other department Other department
Test criteria Sale Sale
Not needed Defect Defect
Other department Trash Trash
Sale
Defect Action Action
Trash
Action allgemein allgemein

allgemein

PHASE 1 – SORT Front side Reverse side

Red Tag – Two-sided

5S RED TAG 5S RED TAG

Item / Machine Action to take

Item name: Dispose Keep at place
Part number:
Quantity of items under this tag: Sell Lend out

Move to central storage

Category Move to local storage

Return to vendor

Supplier parts Raw material Other
Work in progress Tool
Wear parts IT equipment Details
Production Stationary
Inventory Other Date: TAG number:
Registered by:
Reason for RED TAG Notes:

Not required Old / obsolete
Extra Defective
Expired Scrap
Owner? Other
Other

PHASE 1 – SORT

Instruction for Effective Sorting

DEGREE OF FREQUENCY OF USE STORAGE Is this item No Does the item No
USE needed? have value?
 Things you have not used  Throw them out
Low in the past year Yes Yes
 Store them
 Things you have not somewhere else Straighten Move to
used once in the last & shine temporary
6-12 months
storage

Medium  Things that have been used  Store in a central place Standardize Use in other location
High & visualize or dispose within 2
during the last six month at the workstation
weeks

 Things that are used weekly  Keep items very close
 Daily or carry them with you
 Hourly
Trash

PHASE 2 – SET IN ORDER

Work area is organized in such a way that every item
can be easily found

All remaining items get a defined place, which is marked appropriately

Arrangement of items at the work place follows the criteria
of frequency and ergonomics to support ideal workflow

The more often an item is needed the closer it should
be placed at the location where it is used
Seldom used items find their place in larger distance,
e.g. in special closets or boards

PHASE 3 – SHINE

Thorough cleaning of the entire work area, machines
and facilities, plains and floors

Search for possibilities to avoid dirt, dust and disorder in the future

Repairing and painting damaged floors and walls

Afterwards, machines and facilities can be inspected in detail,
to identify new maintenance requirements

Repairing all damaged machines and facilities

Overview on what has to be cleaned, repaired or bought and
how good conditions can be sustained; worked out in groups

PHASE 4 – STANDARDIZE

Development of guidelines that support and organize the cooperation
of departments

Procedure shall counteract backslide into old behavioral patterns

Rules and procedures for order and tidiness are summarized
and visualized in One-Page-Standards (see next slide)

One-Page-Standards display rules and standards to maintain
order and cleanliness with explanations and pictures

They are fixed visible at the related place, e.g. at machines,
boards or work benches and are continuously revised if necessary

It is also important that guidelines are comprehensible
and reasonable for everyone (to avoid mistakes)

PHASE 4 – ONE-PAGE-STANDARD

Person in charge: Work area:
Department: Facility:

Description:

Issued by / Date:
Approved by / Date:
Reference number:

PHASE 4 – STANDARDIZE

Results of this phase are standardized (trans-divisional)
solutions for the following questions:

1. How are clean-ups executed and in which time lags?

2. Which cleaning supplies are used at which working areas?

3. Which guidelines exist to mark places and storage space?

4. Which visual support and checklists can help the continuous
application of those standards?
5. How shall work benches, storages and facilities
be organized permanently?

PHASE 5 – SUSTAIN

Established level of order and cleanliness is verified

A 5S certificate is being awarded as soon as all major
measures of the 5S concept are introduced to one work area
If the desired level is not reached yet, the concerning
5S phases must be repeated
Securing of the sustainability of 5S through regular 5S circles
to evaluate the actual state and to document deviations
Establish an active improvement management which secures
that remarks from the 5S circles are being implemented

Evaluation and realization of further ideas of improvement

IMPLEMENTATION OF 5S
& CHANGE MANAGEMENT

IMPLEMENTATION OF 5S – CONCEPTS

Duration and Binding Components

1 WEEK 5-10 4-6
WEEKS MONTHS
Compact Implementation
Gradual Implementation Organic Implementation

 Consequent realization of the 5S phases  Compliance with agreed rules and guidelines

 Compliance with the correct order of the phases  Building a maintenance team to implement
 Prompt implementation of the phases repairs and improvement measures
 Definition of explicit responsibilities, also
 Introduction of One-Page-Standards
for corridors, storages and meeting rooms  Evaluation and visualization of 5S circles

IMPLEMENTATION OF 5S – PLANNING LEVELS

PROJECT PLAN TO IMPLEMENT 5S

ACTIONS TIME WHAT? PLANNING LEVEL 1
Development of
5S measures Month 1 Discuss on top Present to senior Benchmarking: Superior 5S
Month 2 management level management What do our implementation plan:
Organizational Months 1 and 2 competitors?
anchorage Determination Incorporation of 5S Lists all measures,
of the sponsor coordinator and Decision on 5S that are necessary for a
Planning and other participants consultants successful and sustained
correct Creating implementation of 5S
implementation overall plan Development of a Starting 5S
detailed plan for communication
Realization of single work areas
the phases
Months 3 to 6 Each department Spreading to Starting 5S in work
Certification and (depending on size starts within other work areas areas (adjustment
introduction of of the company) a pilot area, e.g. of procedure)
regular 5S circles production
After finishing Working on Further 5S trainings
Plan further phase 5 Awarding 5S improvements
development certificates and
Continuous incentives; Visual management Value stream
improvement schedule and 5S design
circles

Process standards

IMPLEMENTATION OF 5S – PLANNING LEVELS

WORK AREA PERSON IN JANUARY FEBRUARY MARCH APRIL MAY PLANNING LEVEL 2
CHARGE
Implementation plan
Area A … for work areas:

Area B … Shows when implementation
in one work area starts and
how long it will take

Area C …

Area D …

Area E …

……

IMPLEMENTATION OF 5S – PLANNING LEVELS

WEEK MAIN ACTIVITIES PLANNING LEVEL 3
1 Kick-off and 5S short training with all employees
of the work area Implementation plan
1 Workshop “Sort” (phase 1) for one work area:
2 Sort with disintegration of quarantine area
2 Workshop “Systematize” (phase 2) Communicates major
3 Implementation of solutions of phase “Systematize” 5S activities to senior
3 Workshop “Shine” (phase 3) management and
4 Cleaning and repairing employees
5 Workshop “Standardize” (phase 4)
6 5S certification and continuation with 5S circles (phase 5)
7 Continuous improvement of order and cleanliness
Monthly 5S circles

UMSETZUNG VON 5S – PLANUNGSEBENEN

DATE MAIN ACTIVITY TIME PARTICIPANTS PERSON IN CHARGE PLANNING LEVEL 4
05.01. 8:00-10:00
Kick-off and short Employee … Detailed plan for every
06.01. training in area A of the area work area:
…
Workshop “Sort“ 10:00-12:00 Employee … Plans specific activity, concrete
… (phase 1) of layer 1 … time, names of participants and
persons in charge and commits
… Review “Sort” and …… employees to the respective
liquidation of tasks
quarantine area

Workshop
“Systematize”
(phase 2)

…

5S AND CHANGE MANAGEMENT

Typical Resistances Against the Implementation of 5S

Why clean if everything Order and cleanliness Why do we deal
gets dirty again? do not create value! with such invalidities?

It is already neat and tidy here! My working place looks chaotic,
but I find everything I need!
The deadlines are unrealistic! Other departments
might need 5S, but not us! My working place looks chaotic,
We don’t need 5S – but I find everything I need!
we want to sell!
We are too busy to
worry about order!

5S AND CHANGE MANAGEMENT

Criteria for a Successful Implementation

AVOID A COLD START  Open communication about sense
of 5S leads to more acceptance
 In turbulent times, employees and managers are
skeptical of changes, as they evaluate reduction  Target group oriented information and
of costs and staff more important than 5S articles in the employee newspaper support
the implementation
 Introduction of 5S must not be mixed up
with restructuring or rationalizing actions

5S AND CHANGE MANAGEMENT

Criteria for a Successful Implementation

INVOLVE EVERYBODY  The introduction of 5S shows the will
and ability of several groups to change
 5S is the ideal concept the production sector
 Especially the so-called freethinker who work
 Start with 5S always in the production in innovative departments can be challenging
department because you will quickly get results

 Caution! If administrative areas are not integrated
into the 5S process, there is a risk that different
groups are created within the company

5S AND CHANGE MANAGEMENT

Criteria for a Successful Implementation

IMPLEMENTATION AS AN OBLIGATION  Profitability calculations or missing feedback concerning
proposals may lead to mistrust and frustration so that
 Employees recognize how seriously management further attempts to improve are hindered or prevented
is about the implementation of 5S or if it is only a
PR measure or a hidden cost reduction  Especially at the beginning, proposals of employees
should be discussed and judged positively right at the
 Initial proposals for improvement (e.g. back fitting spot, before adjustments in the sense of a continuous
cutleries or hooks) should be implemented quite fast improvement are made

5S AND CHANGE MANAGEMENT

FEATURE 1

Best possible choice of key personalities

FEATURE 8 FEATURE 2

Open information and Careful preparation
vivid communication of all management levels

FEATURE 7 ERFOLGS- FEATURE 3
KRITERIEN
Transparent project targets Regular trainings and workshops
with plausible justifications
FEATURE 4
FEATURE 6
Sensitive and flexible regulation
Involvement of all affected for different frame conditions
parties in developing solutions

FEATURE 5

Integration of 5S into day-to-day business

KEY PERSONALITIES
& PRESERVATION OF 5S

KEY PERSONALITIES

INITIATOR / SPONSOR:
 Plays essential role, determines strategy,

schedule and budget
 In smaller companies the sponsor is very

often a member of senior management
 5S should regularly be topic at management

meetings to report on project achievements
and deviations of the original plan

KEY PERSONALITIES

COORDINATOR:
 Accompanies and guides the introduction of 5S
 Has good leadership skills, is highly committed,

has a high frustration tolerance
 Good abilities in project management and able

to communicate with management and staff
 Is assertive and persuasive
 Positioning of the 5S coordinator is important:

the higher he is situated in the hierarchy and
the more management functions he is appointed
with, the greater will be his acceptance

KEY PERSONALITIES

Main Tasks of the Coordinator

Development of 5S implementation plans concerning
contents, budget and schedule

Coordination of all 5S measures

Communication between management and departments
where 5S is to be implemented

Advising department managers, shift supervisors, team leaders etc.

Conception and realization of information events and trainings

KEY PERSONALITIES

CONSULTANT:
 Attends introduction of 5S in pilot area
 Has to be in line with involved employees
 Hands-on mentality, as main part of 5S

introduction takes place in production field
 Offers solutions in workshops on the spot,

demonstrates nearness to work environment
of concerned employees
 Supports actively preparations to implement
5S in chosen pilot area
 Afterwards, participants should not enlist
consultant too often

KEY PERSONALITIES

MANAGERS:
 Department managers, shift supervisors,

team leaders, foremen etc.
 Secure integration of 5S into operative

day-to-day business
 Realizes simple, comprehensible procedures

and guidelines; watches over their observance
 Involvement of all employees into

development of guidelines
 Continuous improvement of guidelines

KEY PERSONALITIES

STAFF:
 In the focus of all efforts, actively involved

in all phases of 5S
 Proposals of the employees are applied

within the day-to-day business
 Greatest benefits of 5S through:

 Organization of work place
 Assertion of proposals for improvement
 Clean and functional work environment
 Increased collaboration with other departments
 Personal development potentialities

SUSTAINMENT OF 5S TRAINING

5S as a Long-Term, Holistic Approach For new employees, the 5S
coordinator and his team execute
UNDERSTANDING introduction programs or intensive
trainings on the spot
5S needs to be trained as long as
every employee has understood IMPROVEMENT
and internalized the concept and
principles of 5S Meetings, workshops and 5S
circles to continuously develop
ROLE MODEL standardizations and improvements

Important that persons in charge
and 5S coordinator with his team
always act according to 5S
principles in their work areas

SUSTAINMENT OF 5S 5S OBJECTIVES
OF 5S CIRCLES
5S Circles
 Securing high standards
 5S circles to evaluate the of order and cleanliness
application of newly learned
things in the work areas  Motivation of all employees

 At the beginning fortnightly;  Creating organized and
the more 5S becomes habit, standardized work areas
the larger will be the
intervals of the circles  Involvement of all employees
in the new working culture
 Evaluation sheets document
deviations and improvements  Work on continuous
in the particular work area improvements

 Results are posted visible for
everyone on public
information boards

DESIGNS &
IMPLEMENTATION PLANS