LO 1: Prepare for work

Information Sheet-1 Using work instructions to determine job requirements

1.1. Introduction

5S is amongst the first and fundamental steps implemented by an enterprise towards the
path of implementing Total Quality Management and continuous improvement at the
operation level. 5S is a process designed to organize the workplace, keep it clean, and
maintain effective and standard conditions. It instills the discipline required to enable each
individual to achieve and maintain a world-class environment. The use of this tool was
started in 1972 by Henry Ford in the United States as the CANDO program: Cleaning up,
Arranging, Neatness, Discipline and Ongoing improvement. The technique was popularized
as ‘Japanese 5S’ in 1980 by Hiroyuki Hirano.
Many enterprises have practiced the 5S and derived significant benefits from it. In particular,
this technique has been widely practiced in Japan. Most Japanese 5S practitioners consider
5S useful not just for improving their physical environment, but also for improving their
thinking processes too. In Japan it is also called ‘workplace management’. 5S will be
needed if the workplace is messy and unorganized. It will also be needed if employees spend
extra time in searching tools, papers, information, etc.
1.2. What Is 5S?

5S is a method of creating a self-sustaining culture which perpetuates a neat, clean, efficient

workplace; a method for removing all excess materials and tools from the workplace and
organizing the required items such that they are easy to find, use, and maintain.

The five steps of Japanese 5S are:

1. Sort (Seiri)
 No unnecessary items at the workplace: “When in doubt, throw it out!”
2. Set in Order (Seiton)
 Anyone can instantly find, take, and return any needed item:“A place for everything,
and everything in its place”
3. Shine (Seiso)
 Deviations become visual by cleaning: “Cleaning = inspection; Cleaning with
meaning”
4. Standardize (Seiketsu)
 Visualize the 5S standards in the workplace: “Make the best way the easiest way”
5. Sustain (Shitsuke)
 Everybody follows the standard until we have a better one:“Stick to it!”

1.3. Why do we practice the 5S?

The general concept of the 5S is that they are intended to eliminate waste. Working in
disorder is neither productive, nor safe. 5S is a simple and practical method to instill a quality
culture at the work place. It is relatively easy to undertake, and requires minimal additional
resources. The first and small investment made in time and effort pays off in a much bigger
manner when the results are realized and maintained.
Among the main benefits of implementing 5S are:
• The workplace becomes cleaner, safer, well-organized and more pleasant
• Floor space utilization is improved
• Workflow becomes smoother and more systematic and non-value added activities are
reduced;
• Time for searching tools, materials and document is minimized;
• Machine breakdowns are reduced since clean and well-maintained equipment breaks
down less frequently and it also becomes easier to diagnose and repair before
breakdowns occur, therefore extending equipment life;
• Errors are minimized leading to making defect-free products;
• Consumables and material wastage are minimized;
• The morale and satisfaction of employees improves; and
• The productivity of the organization improves together with the quality of products and
services.
1.4. Work Instruction

Work instruction is a description of the specific tasks and activities within an organization. A work
instruction in a business will generally outline all of the different jobs needed for the operation of the
firm in great detail and is a key element to running a business smoothly. In other words it is
a document containing detailed instructions that specify exactly what steps to follow to carry out
an activity. It contains much more detail than a Procedure and is only created if very detailed
instructions are needed. For example, describing precisely how a Request for Change record is created
in the Change Management software support tool.

Information about the work

 Describe what workers need to be able to do on the job
 Work functions
 Key activities of each work function
 Performance indicators
 Describe what task to be done or work roles in a certain occupation
 Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet- 2 Reading and interpreting Job specifications.

2.1. Introduction

A successful operation in the hospitality industry requires efficient management of personnel

and cooperation between many different skilled professionals. Working in this type of
international setting can seem like a puzzle. To make it work, you must not only be familiar
with the job specifications for your colleagues, but you must also be very familiar with your
suppliers and customers. A job specification describes the knowledge, skills, education,
abilities and experience that are essential to a particular job. In short, a job specification
describes the exact person that a company requires for a particular role. A job specification
is not identical to a job description. A job description defines the duties and requirements of
an employee’s job in detail, however most job specifications will include an overview of the
duties included in the position.

2.2. Components of a Job Specification

Experience: The number of years of experience you have had in the role in which you
desire to fill. A job specification will detail the number of years of work experience a
candidate needs in order to successfully fill a position. Positions that require more complex
and responsible duties, and supervisory and managerial roles, will always require more work
experience.
Education: The training, degrees or certifications required for the position.

Required Skills, Knowledge and Characteristics: This is where the employer states the
skills, knowledge and characteristics of other employees who were previously in this position,
or what the employer requires to fill the role. Characteristics refer to personality traits that the
ideal candidate must possess. These might be patience or leadership, or good time
management, flexibility or attention to detail.

Overview of Job Duties: This is where the employer repeats the requirements and activities
that the prospective employee must undertake in the position.
 Self-Check -2 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. A job specification describes the exact person that a company requires for a particular
role. (True/False)
2. Which of the following is Components of a Job Specification?

A. Experience B. Education
C. Required Skills, Knowledge and Characteristics D. All

Note: Satisfactory rating - 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-3 OHS requirements.

Name: _________________________ Date: _______________

 Information Sheet-4 Identifying and checking safety equipment and tools

4.1. Introduction

Tools are designed to make a job easier and enable you to work more efficiently. If they are
not properly used and cared for, their advantages are lost to you. Regardless of the type of
work to be done, you must have, choose, and use the correct tools in order to do your work
quickly, accurately, and safely. Without the proper tools and the knowledge of how to use
them, you waste time, reduce your efficiency, and may even injure yourself.

4.2. Tool Work Habits

"A place for everything and everything in its place" is just good common sense. You can't do
an efficient repair job if you have to stop and look around for each tool you need. The
following rules will make your job easier and safer.

1. Keep Each Tool In Its Proper Storage Place.

The Tool Control Program is based on the concept of a family of specialized toolboxes
and pouches configured for instant inventory before and after each maintenance action.
The content and configuration of each container is tailored to the task, work center, and
equipment maintained. Work center containers are assigned to and maintained within a
work center. Other boxes and specialized tools are checked out from the tool control
center (tool room).

2. Keep Your Tools In Good Condition.

Protect them from rust, nicks, burrs, and breakage.

3. Keep Your Tool Allowance Complete.

When you are issued a toolbox, each tool should be placed in it when not in use. When
the toolbox is not actually at the work site, it should be locked and stored in a designated
area.
NOTE
An inventory list is kept in every toolbox to be checked before and after each job or
maintenance action, to ensure that all tools are available to do your work, and to ensure
that they are accounted for after you have completed your work.

4. Use Each Tool Only For The Job It Was Designed To Do.
Each particular type of tool has a specific purpose. If you use the wrong tool when
performing maintenance or repairs, you may cause damage to the equipment you're
 working on or damage the tool itself. Remember, improper use of tools results in
improper maintenance. Improper maintenance results in damage to equipment and
possible injury or death to you or others.
5. Safe Maintenance Practices.
Always avoid placing tools on or above machinery or an electrical apparatus. Never
leave tools unattended where machinery or aircraft engines are running.
6. Never Use Damaged Tools.
A battered screwdriver may slip and spoil the screw slot, damage other parts, or cause
painful injury. A gauge strained out of shape will result in inaccurate measurements.
Remember, the efficiency of craftsmen and the tools they use are determined to a great
extent by the way they keep their tools. Likewise, they are frequently judged by the
manner in which they handle and care for them. Anyone watching skilled craftsmen at
work notices the care and precision with which they use the tools of their trade. The care
of hand tools should follow the same pattern as for personal articles; that is, always keep
hand tools clean and free from dirt, grease, and foreign matter. After use, return tools
promptly to their proper place in the toolbox. Improve your own efficiency by organizing
your tools so that those used most frequently can be reached easily without digging
through the entire contents of the box. Avoid accumulating unnecessary junk.

4.3. Care Of Hand Tools

Tools are expensive; tools are vital equipment. When the need for their use arises, common
sense plus a little preventive maintenance prolongs their usefulness.

The following precautions for the care of tools should be observed:

• Clean tools after each use. Oily, dirty, and greasy tools are slippery and dangerous
to use.
• Never hammer with a wrench.
• Never leave tools scattered about. When they are not in use, stow them neatly on
racks or in toolboxes.
• Apply a light film of oil after cleaning to prevent rust on tools.
• Inventory tools after use to prevent loss.

4.4. Personal Safety Equipment

5.4. Tools and Equipment to Implement 3s

In general, the most common tools and equipment to implement 3s are:

 Paint  Nails
 Hook  Shelves
 Sticker  Chip wood
 Signboard  Sponge
 Broom  Shadow board/Tools boar
 Pencil

Fig. Labels, Signs and figures

The followings are also some tools and materials used to implement the third pillar of 5S-
Shine.
● sponges ● dust masks
● brooms ● detergents
● brushes ● containers
● spades ● oils
● vacuum cleaners ● bolts
● waste baskets ● screws
● dust bins ● boots shoes
● gloves ● Et
 Fig. Tools and materials

Self-Check -5 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. 3S Principles are your reliable instruments to make a break-through in improving your
work environment. (True/False)
2. List out the most common tools and equipment to implement 3s.

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-6 Using Kaizen board properly in accordance the procedure

6.1. Kaizen Board

This board is the main source of information regarding Kaizen and the actual status of
improvement and activities leading to further improvements. For every working group or
team such a board has to be developed and kept up to date. A team has to focus on how
they can contribute to the company’s overall set of targets. As long as the team is able to
transform their ideas and small problems into solution, they should do this immediately
without asking for help from outside the team. This is real KAIZEN!!! Only if a problem is too
big, too much money needed or other departments or experts needed for realizing a solution,
the team has to transfer the idea/problem (a reason how a solution contributes to
improvement should be part) to the next higher hierarchy level.

As soon as every small unit or team is with such a Kaizen board, it’s easy for the whole
management to be informed at any time, just be walking around and check the information
given on the Kaizen boards. Make sure that the reached improvement level will stay in
future.

The information on the board is divided into four corners:

 The “Staff performance record corner” shows the actual staff performance as well
as the gaps and need of training.
 The “Improvement/success corner” shows the actual status of the three to five
most important improvement targets for this team. Additional you can put samples of
success (picture of best performer from this team, letter of thanks from the GM...)
 The “Idea/problem corner” is the place where every team member is expected to
place his ideas or small problems
 The “Solution corner” covers the solution actually developing by the team

Fig. Kaizen Board

6.2. Roles for using the board:

1. The staff performance is visible by three different colours red = newcomer; blue =
average performer with space of improvement; green = best performer able to do his
process step independent without outside help)
2. The improvement graphs have to be updated on a weekly basis. AS soon as the
result is below the target, the team has to search for a reason why and find an idea or
solution for improvement
3. Everybody from the team is invited to put his ideas on the board! After maximum one
week time, the idea/problem should be transferred into a solution! So the Idea paper
has to go to the solution corner!
4. After another week, small solutions have to be put into reality! Bigger
solutions/problems have to be sent to the next hierarchy level for realisation.

Self-Check -6 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1 Kaizen board is the main source of information regarding kaizen and the actual status of
improvement and activities leading to further improvements. (True/False)

2. State the four corners of the kaizen board.

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

 Information Sheet-7 Preparing labels and slogans

7.1. Labels and Signs

A key component of any organizational program, labeling is the easiest way to quickly and
visually identify proper placement of tools, materials, and equipment.

For example, drawers of tool chests can be labeled with their contents so employees can
easily find what they need. The floor can even be labeled indicating where trash cans,
machinery, and other equipment should be placed so these things always find their way back
to where they belong.

This type of labeling makes it easy for even people unfamiliar with your system to locate
items and return them to the right places. It also helps with sustaining organizational
processes because once everything is properly labeled, it’s easier for employees to keep
5S in focus on a daily basis. If they ever forget the location of something, the answer is right
in front of them.

In addition, larger signs, banners, and posters can be used to convey messages of
organization or safety, including reminders of the 5S process. Large signs can be posted
above storage areas, for example, to facilitate clean-up at the end of shifts.
 Fig. Labels and Signs

Fig. Labels and Signs

7.2. Use Slogan and Poster of 5S Activity

 They encourage all the participants.

Samples of slogan:

“Refresh yourself and workplaces by 5S activity.”

“Let's maintain current 5S activity and KAIZEN for tomorrow”

“We polish “Our Minds” as well as our factories”

Fig. Sample of poster

 Self-Check -7 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. Labeling is the easiest way to quickly and visually identify proper placement of tools,
materials, and equipment. (True/False)

2. Write two slogans that encourage participants in implementing 3s.

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

LO 2: Standardize 3S

Information Sheet-1 Preparing and following plan

1.1. Introduction

Standardize becomes a role model for adhering to the standards of the first three S’s and
encourage others to follow them. Make rules and procedures to promote a good work
environment until the first three S’s become everybody’s second nature. By having
standardized methods in place, we will be able to adapt more easily to changing conditions
and be ready to take on new, complex challenges in the future, Over time, the merits of the
5-S’s will become part of every aspect of our work.

This aspect of the 5S focuses on standardization, making the first three S’s, Sort, Set-in
order, and Shine a constant routine. The emphasis here is on visual management, an
important aspect to attain and maintain standardized conditions to enable the individuals
always act quickly.

1.2. Why 5s?

 The 5S concept is easy for everyone to understand because:
 It does not require the understanding of difficult terminologies.
 It is simple, driven by logic and natural to human behavior.
 It is within the reach of all type and size of industry or organization.
1.3 What Is Not 5s?
 A housekeeping exercise
 A way to blame people for defects
 A way to force people to do their work
 A way to make people work harder and faster
 A monthly or yearly flavor e.g. Quality Month

1.4. Benefits of 5s Implementation

“We have not seen any approach to improvement that is simpler or more powerful that can
be implemented at lower cost”
The benefits are:
 Workplace becomes cleaner and better organized.
 Shop floor and office operation becomes safer.
 Visible results enhance the generation of more and better ideas.
 Lead-time reduced
 Changeover time reduced by streamlining operations.
 Breakdowns and minor stops eliminated on production lines.
 Defects reduced by mistake proofing.
 Clear methods and standards are established.
 In-process inventory is reduced.
 Space usage is improved.
 Customer complaints are reduced.

1.5. Keys to 5s Success

In order for the 5S system to be successful, the most important factor is the commitment,
participation and involvement of everyone and strong visible support from top management.
Generally, 5S activities should be carried out systematically as follows:
  Visit 5S model companies for continual improvement.
 Train everyone adequately on 5S Practices.
 Promote 5S Campaign.
 Plan systematic approach following the Plan-Do-Check-Act (P-D-C-A) Cycle.
 Practice Performance Measurement and Reward System.

1.6. How to Initiate 5s Implementation

The 5S approach outlined in this guidebook is a simple and systematic methodology which
can be introduced and implemented in any size and type of organization. To start the 5S:
Step-by-Step Implementation, each phase must be thoroughly analyzed and addressed
using the P-D-C-A Cycle and 5W1H approach as follows:

i. PLAN
 Preparation:
 Provide training and education for everyone.
 Form 5S Council.
 Set-up 5S Zones.
 Determine 5S objectives, goals and implementation phases.
 Plan 5S action plan and 5S Launch.

ii. DO

 Sort:
 Identify what is necessary
iii. Set in Order:
 Define what and how to arrange.
iv. Shine:
 Identify dirt sources.
 Identify root causes.
 Take action to eliminate dirt sources and root causes.
v. Standardize:

 Who is responsible?
 What actions to take to maintain the desired condition?
 When must those actions be taken?
 Where must they apply?
 What procedures need to be followed?
vi. Sustain:
  Everyone understands, obeys and practices the rules
 and procedures
 Continual efforts at sustaining the desired condition
vii. CHECK

 Assessment:
 Conduct Internal 5S Audit.
 Benchmark within the department and with other organizations.
 Ensure the established 5S procedures are followed through
ACT

 Continual Improvement:
 Develop 5S practices into a HABIT.
 Compare actual goals with set goals.
 Reward and recognize efforts of staff.
1.7. Benefit of development of action plan

Developing a action plan with “5W1H” will be of benefit to;

 Define detailed actions to implement the countermeasures with “5W1H”
 Improve communication among section staff
 Unify the sense of purpose of the staff in implementation of KAIZEN
 Simplify a progress monitoring

Clarification of “5W1H”

“5W1H” Clarification Possible answers

Why we need to take this

Why?
countermeasure

Who is the responsible person of

Who?
the countermeasure

Timing or period (deadline) of the

When?
countermeasure

Place where the countermeasure

Where?
taken

What is objective of the

What?
countermeasure

How do you do for the

How?
countermeasure (action, verb)

1.8. Register 5S Certification.

 Participate in National 5S Competitions.
 Review Plan-Do-Check-Act Cycle.
 To ensure successful 5S Implementation, each phase must proceed accordingly as
illustrated in the roadmap to 5S implementation.
 Self-Check -1 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page:
1. Which of the following is not 5S?
A. A housekeeping exercise
B. A way to blame people for defects
C. A way to force people to do their work
D. A way to make people work harder and faster
E. All
2. In order for the 5S system to be successful, the most important factor is the commitment,
participation and involvement of EVERYONE. (True/False)

Note: Satisfactory rating - 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-2 Benefits of standardizing 3S

2.1. Benefits from Standardize

 The basic purposes are to ;

1. Lead to workplace standardization

 prevent setbacks in the first three pillars

 Make implementing them a daily habit

 Ensure that all the three pillars are maintained in their fully implemented
state.

2. Lead to work standardization

 Muda elimination

 Quality improvements

 Cost improvements

 Delivery time improvements

 Process improvements
 Self-Check -2 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. Which of the following is not benefits of 3S?

A. Muda elimination D. Delivery time

improvements
B. Quality improvements
E. None
C. Cost improvements

2. Ensure that all the three pillars are maintained in their fully implemented state.(True/False)

Note: Satisfactory rating - 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-3 Preparing and implementing tools and techniques to

standardize 3S.

3.1. Implementing Standardization

Standardization Integrates the benefits found through Sort, Set in Order, and Shine into the
everyday work activity
 Make it a way of life
 It should be easily noticed when items are not in their place
 Keep it “visual”
 All 5S activities should be scheduled at the frequency rate necessary to maintain a
clean, orderly, and safe work environment

3.2. How to Implement Standardize

The three steps to making Sort, Set in Order and Shine activities (the three pillars or 3S) a
habit are:

Step 1: Decide who is responsible for which activities with regard to maintaining 3S
conditions.

Step 2: To prevent backsliding, integrate 3S maintenance duties in to regular work

activities.

Step 3: Check on how well 3S conditions are being maintained.

As you read this section, you will discuss some of the tools for implementing Standardize of
the Sort, Set in Order, and Shine activities. This is because in order to standardize we must
use these same tools in a more systematic way to make sure that the first three pillars are
maintained.

3.3. Common Tools and Techniques to standardize 3S are:

 5S Job Cycle Charts
 Visual 5S  The five Whys and one How
 The Five Minute 5S approach(5W1H)
 Standardization level checklist  Suspension
 5S checklist  Incorporation
 Use Elimination

Tools for assigning 3S responsibilities include:

 5S Maps
 5S schedules
 5S job cycle charts, which list the 5S jobs to be done in each area, and set
frequency cycle for each job (see the figure below). In the example shown in the
figure below, 5S duties are sorted out according to the first three pillars and the
scheduling cycle. In the figure, code letters are used for the various cycle periods:
 A is for 'continuously," B for "daily (mornings)," C for "daily (evenings), " D for
"weekly," E for "monthly" and F for "occasionally." Each 5S job assignee can then
use these charts as 5S Checklists. This particular example shows clearly who is
responsible for each job, which area, what to do, and when to do it.

Figure: A 5S Job Cycle Chart

Visual 5S

The Visual 55 approach makes the level of five pillar conditions obvious at a glance. This is
particularly helpful in factories that handle a great variety and number of materials. The main
point of Visual 5S is that anyone should be able to distinguish between abnormal and normal
conditions at a glance.

As a factory example, consider a drill-press process where Set in order has been applied so
that the position and amount of each finished work piece is clearly indicated. As an additional
visual aid, the place where the last batch item goes can be marked with a thick red line to
indicate that it is time to stop and send the batch to the next process.
 Fig. Visual 5S board
Five-Minute 5S

When using the Visual 5S approach, instant visibility can act as a trigger for taking
immediate three pillar action(Sort, Set in Order, and Shine activities) against the discovered
abnormalities (i.e., overproduction, disorder, and contamination). We must also deal with the
question of how skillfully and efficiently these actions are carried out. Instead of following two
hours for removing all of the cutting shavings from the floor, we can set up a half-hour or a
one-hour Shine procedure that accomplishes the same task. The term "Five-Minute 5S" is a
loose one-the actual time can be three minutes, six minutes, or whatever is appropriate. The
point is to make the five pillar work brief, efficient, and habitual. In figure below shows a
signboard that was made as part of a Five-Minute 5 campaign.
 Figure: Five-Minute 5s Signboard

Checklist on 3S Maintenance Level

After we have assigned the three pillar jobs and have incorporated the three pillar
maintenance into the everyday work routine, we need to evaluate how well the three pillars
are being maintained. For this, we can use a Standardization-level Checklist as shown in the
figure below.
 Figure: Standardization Level Checklist

To evaluate the effectiveness of the maintenance activities, the evaluator ranks the Sort,
Set in order, and Shine levels on a scale of 1 to 5. Such checklists can be made for specific
workshop and/or production processes. One example is shown in the Figure below. 5S
Checklists like the one in the figure are used to check five pillar levels in the factory as a
whole. When a company implements 5S Month of intensive activities, 5S Checklists should
be used to make weekly evaluation of five pillar conditions.
 Figure: checklists for an entire factory

The 5 Whys and 1How (5W1H) Approach

We begin by asking "why?" until we identify the underlying causes- for every answer we gel
we must ask "why" again. Usually we ask "why" at least five times to get to the root of the
problem. When we do find the underlying cause, we ask "how" we call fix it. Accordingly, this
method is called the "5W1H' approach.

When we ask "why" setting in order is breakable, we find that one answer is because people
make mistakes in putting things back. At this point, we need to identify what types of items
are not being returned correctly. Once we identify this, the question is how to achieve
unbreakable setting in order by making it impossible to return them to the wrong place. If we
can somehow eliminate the need to return items at all, we can achieve unbreakable setting
in order.

Three techniques for doing this are:

 Suspension
 Incorporation
 Use elimination.
Suspension

In the Suspension technique, tools are literally suspended from above, just within reach of
the user. Figure above shows this method in practice. Here a weighted pulley device is used
to suspend tools from an overhead rack. When the operator finishes using the tool, he
merely releases it and it automatically returns to its proper storage place.

While this technique does not eliminate the need to return items to a specific place, it does
effectively eliminate the need for people to return them. People may make mistakes in
returning things, but suspension devices do not. This technique achieves unbreakable
setting in Order.

Figure: Tools Suspended from an Overhead Rack

Incorporation

Incorporation means creating a flow of goods or operations in a factory process in which (1)
jigs, tools, and measuring instruments are smoothly integrated into the process and (2) such
devices are stored where they are used and therefore do not have to be returned after use.
The figure below shows an example where a measuring gate has been incorporated into a
cutting process for an automobile part. The measuring gate catches any pieces that have not
been machined to the correct height. This measuring procedure is an example of "mistake-
proofing’' (or poka-yoke). The incorporation of the measuring gate into the cutting process
means that its storage place is also its place of use. It is therefore used (for full-lot
inspection) without having to be put back anywhere.
 Figure: Incorporating a Measuring Gate into the Process Flow

Use Elimination

Suspending or incorporating jigs, tools, or measuring instruments effectively eliminates the

need to return them after each use. However, these items are still being used. The question
is whether there is some way to serve the function of the tool without using the jig, tool or
measuring instrument. A set in order approach that eliminates the use of a particular jig, tool
or measuring instrument is in fact unbreakable setting in order.

There are three techniques for eliminating the use of certain tools:

 Tool unification
 Tool substitution
 Method substitution

Tool unification

Tool unification means combining the functions of two or more tools into a single tool. It is an
approach that usually reaches back to the design stage. For example, we can reduce the
variety of die designs to unify dies or make all fasteners that require a screw-driver conform
to the same kind of screw-driver, flat-tip or Phillips.

Tool substitution

Tool substitution means using something other than a tool to serve the tool's function,
thereby eliminating the tool. For example, it is sometimes possible to replace wrench-turned
bolt with hand-turned butterfly-grip bolts, thereby eliminating the need for a wrench.

Method substitution
If we substitute ordinary wrench-turned bolts with hand-turned butterfly-grip bolts, we have
eliminated the wrench, but we have not eliminated the method (bolt fastening). Bolt fastening
is just one way to fasten things. Fastening pins, clamps and cylinders can also be used for
this purpose. We may find we can improve efficiency even more by replacing one method
with another. This is "method substitution."

Self-Check -3 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. Which of the following are tools and techniques to standardize 3S?

A. 5S Job Cycle Charts D. Standardization level checklist
B. Visual 5S E. 5S checklist
C. The Five Minute 5S F. All
2. When using the Visual 5S approach, instant visibility can act as a trigger for taking
immediate three pillar action against the discovered abnormalities. (True/False)
Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-4 Relevant procedures for standardizing 3S activities

4.1. Standards for Sort

 Red Tag Rules

 When to Red Tag

 How to Red Tag
 What’s go on the Red Tag
 Rules for the Red Tag Holding Area

 When to clear out

 How to dispose of items
4.2. Standards for Set-in-order

 Which items
 Where
 How many
 Who replenishes
  Return all items
 What to do when items are missing
 Visual standards – signs, lines, labels and color coding
4.3. Standards for Shine

 Clean and Inspect (C&I)

 Show the task, person responsible, items needed, frequency, desired workplace

 Where to keep cleaning supplies, how to replenish when finished and more.
 Self-Check -4 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. Which of the following is included in Red Tag Rules in preparing procedures for
standardizing 3S activities?

A. When to Red Tag C. What’s go on the Red Tag

B. How to Red Tag D. All
2. Which of the following is not used in preparing procedures for standardizing shine
activities?

A. Clean and Inspect C. person responsible

B. Where to keep cleaning supplies D. All

Note: Satisfactory rating – 5points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-5 Following and reporting checklists

5.1. Introduction
The continued employment of the 3S will ensure a high standard of workplace organization.
Once the 3S are in place, the next step is to concentrate on standardizing best practices.
The plan must include the creation of procedures and simple daily checklists which are to be
visibly displayed at every workplace. The checklists must serve as visual signpost to ensure
that the daily 3S requirements are carried out habitually as best practices in the work area.
Examples of checklists are:

 Job responsibilities that include:

 Who is responsible? (ownership)

 What actions must be taken to maintain the desired condition?

 When must those actions be taken?

 Where must they apply?

 What procedures will be followed to ensure compliance?

 Work-in-progress / inventory rules.

 Cleaning procedures.

 Maintenance schedules.

 Regular work activities integrated with 3S duties.

 5S Checklists should be used to make weekly evaluation of five pillar conditions

 We can use a Standardization-level Checklist as shown in the figure below

Fig. Standardization-level Checklist

 5S Implementation Schedule:
(Target Area Example)
Notes: 1. Each S may take several months to implement but perfecting the process never
ends
2. The 5S system will expand into other areas after the initial area is completed.
 Self-Check -5 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. Which of the following checklists is not used to implement 3S procedures?

A. Work-in-progress / inventory rules. C. Maintenance schedules

B. Cleaning procedures. D. None

2. 5S system will expand into other areas after the initial area is completed. (True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-6 Relevant personnel

6.1. Introduction
To enhance total participation at all levels of employees and develop a continuous
improvement culture and best performance spirit in the teams, the formation of 5s council is
very important. 5S implementation responsibilities are to be distributed throughout the
organization. Every member must know their own 5S responsibilities and perform
accordingly.

Role and Responsibilities of Relevant Personnel:

5S Chairman:
 Communicates with everyone involved.
 Ensures total organization participation.
 Supports 5S implementation activities.
 Establishes accountability for assigned responsibilities.
5S Coordinator:
 Communicates with everyone involved.
 Facilitate work group implementation activities.
 Motivate and monitor implementation activities.
 Ensure total organization participation.
 Act as a resource for information.
5S Facilitators:
 Support 5S implementation.
 Communicate with everyone involved.
 Motivate work groups.
 Ensure employee implementation plan.
 Monitor measurement systems.
5S Leaders:

 Participate in work group implementation process.

 Communicate with everyone involved.
 Monitor progress of group activities.
Employees’ responsibilities:

Participate in group activities with full commitment

 Self-Check -6 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. Which of the following are the duties of 5S facilitators?
A. Support 5S implementation. D. Ensure employee implementation plan.
B. Communicate with everyone involved. E. All
C. Motivate work groups.

2. 5S implementation responsibilities are to be distributed throughout the organization.

(True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Keeping the workplace to the standard.

Information Sheet-7

7.2. Standardized cleanup

Standardize is the fourth step of the 5S method. It means "standardized cleanup". It derives
from the one-time Shine step which made the factory "shiny clean" and set the standard for
cleanliness. Standardize makes it possible and feasible to live up to that standard.

Standardize enables and ensures compliance to the new standards of cleanliness. The
benefits include:

 Maintaining the higher morale gained during Shine

 Pride in the workplace

 Relapsing into dirty or messy conditions means that the Shine effort was
wasted

 Minimal investment in time: the goal is 5 minutes per worker per shift

 No big clean-up before a visit from customers or executives

 Less downtime for equipment

7.3. How to Standardize Cleanup

The previous article introduced Standardize. This article will discuss "how to" standardize
cleanup processes to maintain the Shine standard of cleanliness.

From the shine step, we have the following information about the cleanup process, or we
have begun to list questions that require investigation:

 Tasks required in each work area

 Clean surfaces

 Disassemble, clean, and visually inspect machinery

 How to clean and where to store the cleaning tools (and consumables, such as
detergents)

 Tools required for each task

 Sequence of tasks

 Time required for each task

 How often should this task be performed?

 Daily, weekly or less frequently?
  Where does the dirt come from?
 Can the source be eliminated or re-directed?
Daily Cleaning Tasks
Each worker should have a set of daily cleanup tasks. These tasks may include:
 Wipe or clean tools before storing them in their appropriate racks
 Clean and inspect the machinery used during that shift

 Clean one's own workbench

 Dust or wipe down work surfaces

 Store workbench items properly – put the lids back on jars, for example

 Sweep a designated area of the floor

 Turn off or unplug power tools as required

 Visually check that everything is in place

This set of actions should not add more than about five minutes to each worker's set of
routine daily tasks. One key is that this becomes the routine. For management to enforce the
standards, the standards need to be documented. Since managers actively helped in the
one-step Shine process, the photographs of the tidy workplace should be sufficient.

Weekly Cleaning Tasks

It takes a bit more planning and organizing to ensure that weekly tasks are fully completed.
Develop a binder for each work area, with clear instructions explaining these duties. Use a
checklist to log who did each cleanup task. Follow up with a visual inspection of the task
area, and by checking that the checklist has been signed.
Several successful repetitions are needed to make a change into a standardized habit. Daily
and weekly tasks quickly become routine. Because of the time which elapses between the
infrequent cleanup tasks, it will take longer to make them habitual and repeatable. Therefore
it is vital to develop a system that works for your organization. Management should make
these infrequent cleaning tasks into deliverables and inspect the results until satisfied that
the change is habitual. You don't want to open a cabinet or move a machine and find a built-
up mess that should have been addressed regularly.

7.4. The Benefits of "Standardized Cleanup"

 Brief (about five minutes!) daily cleanup should:
 Maintain cleanliness, and therefore avoid periodic large-scale cleanup projects
 Support the sort and set in order initiatives: regular cleaning ensures that only
useful objects are kept, and tools are stored in their proper places
  Maintains the morale boost from the one-time shiny-clean step: the effort was
not wasted; management really is committed; and everyone continues to work
toward this common goal

 Provides a daily visual inspection of equipment and facilities, so preventative

maintenance can be performed at the earliest possible time

 Makes it easier to note that tools and materials are stored properly at the end of
each shift

 Reinforces the culture of tidiness, so workers are less likely to leave a mess
that they will just have to clean up later

 The less frequent cleanups – weekly or even less often – also have benefits:

 Reinforces the good first impression of cleanliness and tidiness, because the
less-used or less-visited areas are also well-maintained; there is no contrast
between a showcase work station and a messy storage closet
 Inspections reinforce the knowledge that management is committed to keeping
the factory clean, tidy and organized

 These also provide visual inspection of machinery

 The cleaner environment:

 Reduces environmental health hazards – dust or pools of toxic liquids – for

workers

 Reduces the chances of slips and falls, by cleaning spilled liquids

 Reduces wear on machinery, by cleaning the equipment and by reducing

airborne grit that can get into moving parts

Self-Check -7 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. A set of daily cleanup tasks that each worker should do include:

A. Wipe or clean tools before storing them in their appropriate racks
B. Clean and inspect the machinery used during that shift
C. Clean one's own workbench
D. All
2. Which of the following is not a weekly clean up tasks

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-8 Avoiding problems by standardizing activities.

8.1. Introduction

5S is the perfect tool to identify the first improvement projects in your company to eliminate
waste. Although sometimes viewed as a housekeeping technique, it is actually an innovative
management system that helps people think lean, paving the way for the adoption of Lean
principles in the organization. Understanding the 5S methodology is one of the foundations
of Six Sigma principles, and can be extremely beneficial for organizations of all kinds.

The fourth phase, standardize, focuses on maintaining the clean and safe working
environment. Prior to this phase, all sorting and cleaning has been performed. This phase is
there to set simple, visible guidance, how the area should be kept on daily basis. Different
organizations have different ways to measure the maintenance of 5S. One of the most
popular tools for standardizing is a 5S audit. These audits are kept after different time
periods, for example once a month. The audit has set standards that are evaluated during
the audits. Afterwards the results of the audit will be posted for everyone to see. This also
helps to point out some problem areas and take actions to these.

8.2. Standardizing activities

Standardization will lead equalization of activities. Standardization is useful for;
 Easy implementation of S1 to S3 activities
 Equalization process output
 Everyone’s participation

Standardization itself:

 Reduces training time: similar situations are documented in similar ways; basic tasks
are performed in each work group; and experience co-workers can explain things to
newcomers
 Reduces or eliminates confusion – each worker knows the tasks and responsibilities

 Improves morale by reducing the friction between workers with different personal
tolerances for neatness, or different ways of storing tools

 Contributes to consistent quality and productivity

Here are some of the problems that result when we do not implement Standardization
well:
 Conditions go back to their previous and undesirable levels even after a companywide
5S implementation campaign.
 At the end of the day, piles of unneeded items are left from the day's production and
lie scattered around the production equipment.
 Tool storage sites become disorganized and must be put back in order at the end of
the day.
 Cutting shavings constantly fall on the floor and must be swept up.
 Even after implementing Sort and Set in order, it does not take long for office workers
to start accumulating more stationery supplies than they need.

These problems and others reveal backsliding in gains made from implementing Sort, Set in
Order, and Shine Activities. The basic purpose of the Standardize pillar is to prevent
setbacks in the first three pillars, to make implementing them a daily habit, and to make sure
that all three pillars are maintained in their fully implemented state.
 Self-Check -8 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. Standardization is useful for:
A. Easy implementation of S1 to S3 activities
B. Equalization process output
C. Everyone’s participation
D. All
2. The basic purpose of the Standardize pillar is to prevent setbacks in the first three pillars.
(True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Operation Sheet- 1 Sort activity

Red Tagging Procedure

 1. Sort Necessary and unnecessary items
2. Decide Red tag Holding Areas
3. Attach red tag to unnecessary items
4. Taking unnecessary things to “Red tag Holding Areas“
5. Decision Making
6. Listing all unnecessary things in the Unused Article List
7. Listing all necessary things in the Shop Stock List

Operation Sheet-2 Procedure For Set-In-Order Activity

Operation Sheet-3 Procedure For Shine

 LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________
Instructions: Given necessary templates, tools and materials you are required to perform
the following tasks within 8 hour.

Task 1. Perform Red tagging procedures for unnecessary items in your machining workshop.
Task 2. Practically implement the procedures to be followed when performing set-in order in
your tool room.
Task 3. Practically implement the procedures to be followed when performing shine in your
machining workshop.
LO 3: Sustain 3S
 Instruction Sheet Learning Guide # 3

Information Sheet-1 Preparing and following plan

1.1. Introduction
Sustain means making a habit of properly maintaining correct procedures. Maintain and
practice the first four S’s. Be thorough in straightening up, putting things in order and
cleaning.

1.2. Planning Stage

Steps for planning

1. 5S organization structure
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off :- The declaration of 5S activity

 5S Organizational Structure
Fig. Organizational Structure
 5S Promotion office duties
 Prepare over all 5S implementation plan at company level.

 Follow up standardize 5S activities at the company.

 Perform any other 5S related activities.

 Organize Training

 Recognition of current condition

 by using 5S Checklist and

 Photography (Next page)

 Decide Activity range

 Planning stage: includes promotion, time frame and overall 5S activities plan.
 Goal setting

 Budgeting
It is necessary to prepare a budget for 5S activity because it costs money.

 Kick-off: - is the declaration of 5S activity.

Self-Check -1 Written Test

 Directions: Answer all the questions listed below. Use the Answer sheet provided in the next
page: (5 pts each)
1. Making a habit of properly maintaining correct procedures is the description for
A. Standardize B. Sustain

C. Sort D. Set-in order

2. 5S preparation and planning does not need any source of budget.

Note: Satisfactory rating - 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

 Discussing, preparing and implementing tools and
Information Sheet-2
techniques to sustain 3S

2.1. Some techniques to sustain

 5S Slogan  awarding systems

 5S poster  Big cleaning day

 5S newsletter and kaizen board  5S month

 5S audit  Benchmarking tour

2.2. Steps in preparing and implementing

Step 1 - Maintain 5-S awareness

 We need to be continually motivated to improve the company and promote the 5-S
program.
 Distribute a 5-S newsletter, 5-S posters, 5-S awards, 5-S motto, 5-S Day — always
continuing to inspire fresh, new enthusiasm
 Develop a trigger for implementing Improvement activities

Step 2 - Create opportunities to improve the 5-S

 Group tools to use are:
 5-S observation tours
 Continuing Kaizen workshops
 Team and Management Audits using Workplace Organization Tool
 Team and Management Audits using Cleaning and Lubrication Standards and
Visual Work Instructions

Step 3 - Create motivation for 5-S

 Motivation at the workshop level
 To what level has our company progressed in the 5-S program? What is our goal?
 Promote the idea of how much more the 5-S level of the company as a whole needs
to improve to pass our competitors
 Take video/pictures of our area every 6 months and compare to see improvements.
Self-Check -2 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. Which of the following is not a tool to sustain 3S?

A. 5S Slogan D. Big cleaning day

B. 5S poster E. None

C. awarding systems

2. Distribute a 5-S newsletter, 5-S posters, 5-S awards, 5-S motto, 5-S Day — always
continuing to inspire fresh, new enthusiasm to Maintain 5-S awareness.(True/False)

Note: Satisfactory rating - 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

 Information Sheet-3 Inspecting workplace.

3.1. Inspection and Maintenance

Cleaning is not the only facet of Shine. The daily Shine ritual should also include inspection
and routine maintenance. As your employees are doing their daily cleaning routine, they
should be inspecting tools and machinery for damage as well. Include this in the daily
checklist to make sure it gets done.

Periodic routine maintenance should also be done at this time. Some examples are checking
the oil level in machinery, tightening up belts, hoses, nuts, and bolts, or checking if tools
need sharpening.
The goal for Shine is to keep everything in great working order so it lasts as long as possible
and doesn’t break down. Clean and properly maintained tools and machines also increase
safety in the workplace. Fewer injuries and less downtime equate to higher morale and
higher productivity.
What if an employee sees a pool of oil that wasn’t there before or notices a safety hazard?
If it’s a quick fix, put a maintenance tag on it and notify your supervisor. If something needs
further evaluation, there should be a maintenance log you can fill out that will ensure further
action. And don’t forget your computers and other office equipment! They need to be
defragmented (PCs) and air-dusted periodically to keep them in good condition.

Cleaning check list should be systematically used in every work venue. This is not a bid
burden to respective work team member to give mark just after conducting routine cleaning
work before and after the work. Once the check list is applied, relevant supervision should be
conducted. For sustaining the check list utilization, the format should not be too complicated.
Also, the guidance should be done by the middle class managers under no blame policy but
under encouraging atmosphere.

3.2. Sustaining the gains

a. Top management Patrol Must
 Check Up the activities Comprehensively
 Give emphasis on sustaining of the activity
 consider committees feedback

b. 5S Committee members and Promotion office Patrol Must

 Evaluate “5S Check List”
 Record problems on”5S check findings”
 Tack picture of 5S problems
c. Mutual patrol
 Check mutually among 5S groups
d. Self patrol
 5S leader and members check the results of activity by themselves.
e. Checklist patrol
 Point out the problems by themselves at site as well as evaluate the results
and encourage members to urge KAIZEN.
f. Camera patrol
 Visibly highlight the problems and progress of the activity using photographs.

Self-Check -3 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)
1. Which of the following is true about top management Patrol?
A. Check Up the activities Comprehensively
B. Give emphasis on sustaining of the activity
C. consider committees feedback
D. All

2. The daily Shine ritual should also include inspection and routine maintenance.
(True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Information Sheet-4 Cleaning up workplace.

4.1. Introduction

Developed in Japan, 5S is a system of organizing workplace for efficiency, effectiveness

and safety. 5s is important because the implementation is about empowering employees to
control their work area and create an environment where they want to work every day. It is a
program that only works with grass roots level engagement. With commitment to safety, we
are equally committed to 5S to ensure a safe place to work. It enabled us to indicate where
waste was occurring and thus improve the work area sustainably. We recognized real
problems, found solutions and ultimately we were successful in our endeavors.
4.2. Determining shine methods
 Choosing targets and tools:- define what will be cleaned in each area and what
supplies and equipment will be used
 Perform the five minute shine:- cleaning should be practiced daily and should not
require a lot time
 Creating standards for shine procedure:- people’s needs to know what kinds of
procedure to follow in order to use their time efficiently; Otherwise, they are likely to
spend most of their time getting ready to clean

4.3. Sustaining cleaning activity (Sample applied on a given area)

Type of cleaning Time Frequency (timing)

Minor operation before/after

Daily cleaning 5 – 10 min.
working hour at each shop

Weekly cleaning 15 – 30 min. Weekend

Monthly cleaning 30 – 60 min. End of month

Big cleaning days 2 – 4 hrs. Before national holidays

In case of necessity for assistance

Location which is not easy to clean 1 – 2 days
request to other division
 Self-Check -4 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. Which of the following will define what will be cleaned in each area and what supplies and
equipment will be used?

A. Standards for shine procedure C. Choosing targets and tools

B. The five minute shine D. None

2. 5s is important because the implementation is about empowering employees.

(True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Identifying situations and taking actions.

Information Sheet-5

5.1. Problems Avoided by Implementing Sustain

Here are some of the things that happen in a company when Commitment to the five pillars
is not sustained.

1. Unneeded items begin piling up as soon as sorting is completed

2. No matter how well Set in Order is planned and implemented, tools and jigs do not get
returned to their designated place after use.
3. No matter how dirty equipment becomes, little or nothing is done to clean it.
4. Terms are left protruding into walkways, causing people to trip and get injured.
5. Dirty machines start to malfunction and produce defective goods.
6. Dark, dirty, disorganized workplaces lower workers' morale.
These 5S related problems and others are likely to occur in any factory or office that lacks a
commitment to sustain the five pillar gains over time.

5.2. Creating Conditions to Sustain Your Plans

The implementation of the sustain pillar is different from that of the sort, set in order, shine,
or standardize pillars in that the results are not visible and cannot be measured. Commitment
to it exists in people's hearts and minds and only that have shows its presence. Because of
this it cannot exactly be “implemented” like a technique, However, we can create
conditions that encourage the implementation of the sustain pillar.

For instance, going back to our exercise program example, how could you create conditions
in your own life that would encourage sustaining your plan to work out at a gym three time a
week? You might:

 Join a gym with a friend so you can work out together and encourage each other (see
Figure above).
 Create a workout schedule with your friend.
 Make a plan with your spouse to eat dinner later three nights a we so you can go to
the gym after work.
 Get extra sleep on the nights before you work out, so that you will not be too tired by
the end of the day to follow through with your exercise plan.
These conditions would make it easier for you to sustain your schedule for exercising at the
gym three times a week.

Similarly, you and your company can create conditions or structure that will help sustain to
the five pillars. The types of conditions that are most useful for this are:

 Awareness. You and your coworkers need to understand what the five pillars are and
how important it is to sustain them.
 Time. You need to have or make enough time in your work schedule to perform 5S
implementation.
 Structure. You need to have a structure for how and when 5S activities will be
implemented.
 Support. You need to ha e support for your efforts from management in terms of
acknowledgement, leadership, and resource
 Rewards and Recognition. Your efforts need to be rewarded.
 Satisfaction and Excitement. The implementation of the five pillars needs to be fun
and satisfying for you and the company. This excitement and satisfaction gets
communicated from person to person, allowing 5S implementation to build as it
involves more people.
 Self-Check -5 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. When Commitment to the five pillars is not sustained:

A. Unneeded items begin piling up as

B. Tools and jigs do not get returned to their designated place after use.
C. No matter how dirty equipment becomes, little or nothing is done to clean it.
D. Terms are left protruding into walkways, causing people to trip and get injured.
E. All
2. You and your coworkers need to understand what the five pillars are and how important it
is to sustain them. (True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Recommending Improvements compliance with the

Information Sheet-6 workplace.

6.1. 5S Workplace Organization

5S is one of the most widely adopted techniques from the lean manufacturing toolbox. Along
with Standard Work and Total Productive Maintenance, 5S is considered a “foundational”
lean concept, as it establishes the operational stability required for making and sustaining
continuous improvements.
The primary objective of 5S is to create a clean, orderly environment- an environment where
there is a place for everything and everything is in its place. Beyond this, many companies
begin their lean transformation with 5S because it exposes some of the most visible
examples of waste it also helps establish the framework and discipline required to
successfully pursue other continuous improvement initiatives.

6.2. 5S Implementation in the Office

As a company holistic approach, 5s implementation in the office activities must fully support
shop-floor manufacturing operations to eliminate waste as a means to improve productivity.
When developing a culture of continuous improvement, 5S improvement steps mirrors our
attitudes and behavioral patterns during the transformation process. Although not
manufacturing, you can consider the office as a paperwork factory. Like manufacturing,
adopting the 5S principles throughout the office and administrative functions increases
efficiency.

The 5S management philosophy eliminates waste and improves office organization and
standardization. 5S serves as the foundation for continuous improvement activities and
provides the base for applying other Lean methodologies. It also supports the cornerstones
of employee engagement. Although 5S concepts are simple and easy to understand, many
organizations fail in the implementation process. Companies mistake 5S as a spring cleaning
program. However, 5S, when applied correctly, continuously improves workplace
organization and improves productivity.

6.3. The Three Different Types of Workplace

A. 3rd class workplace:

 Have people who make a mess and no one cleans up.

A. 2nd class workplace:

 Have people who make a mess and another group of people cleans up.

A. 1st class workplace:

 Have people who don’t make a mess and yet everyone cleans up.

How mess occurs at workplace?

6.4. 5S Workplaces
Key components of the 5S philosophy are safety and good housekeeping practices. Safety is
an integral part of the sort, set in order and shine segment of any 5S project. Standardize
and sustain refers to methods used to ensure that safety and good housekeeping is
maintained. Check sheets can be used to build good habits in these areas and to ensure
good housekeeping is maintained in all areas. Implementing the 5S method means cleaning
up and organizing the workplace in its existing configuration. It typically is the first lean
method that organizations implement. This lean method encourages workers to improve their
working conditions (including safety and ergonomics) and helps them to learn to reduce
waste, eliminate unplanned downtime and conduct in-process inventory.

The 5S methodology typically is implemented using a three-step process, which includes

establishing a cross-functional team (including employees who work in the associated
areas), touring all areas associated with the manufacturing processes under review and
brainstorming ways to improve organization to reduce waste. For example, factories usually
have a great deal of waste associated with searching for items. It is not unusual for a 3-hour
changeover routine to include 30 minutes of searching. When attempting to reduce
changeover time radically (for example, going from 3 hours to 10 minutes), there clearly is no
room for 30 minutes of searching waste.

For example, team members might observe workers walking long distances to obtain needed
parts, or spending time reaching into bins on shelves to find parts. Or they may identify
hardware, like nuts, bolts and screws that are used in a certain area, but stored in a central
storage facility far away from the point of use.

Audits can be conducted to review 5S progress in particular processes from level 1 (initial
effort) to level 5 (habit). In the “Shine” category, for example, the goal is to have a system
in which work area housekeeping is a routine way of life and corrective action measures are
in place to address cleanliness issues.

Safety also plays an important role in the 5S audit process. Standard worksheets are
developed for each process to help make a factory more visual, highlighting safety
precautions for each cell, in addition to showing where all work in process should be located.

A clean, well-organized and safe work environment is, of course, an efficient and productive
work environment. A less obvious, but still important, aspect of lean is that it gets the
employees involved throughout the process, engaging and challenging best practices,
encouraging the employees to have a real sense of involvement and to work hard to
maintain all the effort the team has invested.
 Self-Check -6 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. Which of the following is true about 3rd class workplace?

A. Have people who make a mess and no one cleans up

B. Have people who make a mess and another group of people cleans up

C. Have people who don’t make a mess and yet everyone cleans up

D. None

2. The primary objective of 5S is to create a clean, orderly environment- an environment

where there is a place for everything and everything is in its place. (True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Following and reporting checklists to personnel

Information Sheet-7
7.1. Sustainability activities

Example of “Sustain” activities

 Regular progress reporting
 Refresher training
 Periodical evaluation of 5S activities with proper advices for continuation and
further improvements
 Appreciation, recognition and awarding on good 5S activities
 Reminder using 5S corner, new letters, good practice sheet etc.

7.2. 5s Checklist for Manufacturing

In a manufacturing environment, generating the 5S in practice can bring in results that could
considerably raise the environmental performance in line with the improved housekeeping
and health & safety. Generating the 5S checklist for manufacturing prior to auditing comes in
different forms. There are a total of 25 evaluation criteria covering the 5S principles. Such
criteria requires to perform work up-to-date and length of time the inventory, materials in
queue in the area covering the principles of sorting, straighten, shine, standardize and
sustain are classified under the items found in the manufacturing environment like furniture
(bench/table, desk, chairs, cabinets, etc.), machinery, equipment, tools, storage areas,
uncluttered with no unnecessary items, documents and boards. Because the 5S
Methodology relies on organized, standard practices and processes to improve and sustain
quality in production, the 5S checklist for manufacturing divides each of the housekeeping
stages that are graded from zero to four, with zero being unacceptable and four meaning
outstanding or perfect.

Example of 5s Checklist for Manufacturing

Below is an example on how to generate a 5S checklist for manufacturing. First column lists
action items. Column headings include the five housekeeping items of 5S, sort, straighten,
shine, standardize, and sustain. For each action item, the auditor who analyses the process
can grade each item to determine a score. In this 5S checklist for manufacturing, a perfect
score would be 100 (25 questions x 4 points) if all action items were given the highest mark
of a four.
 Each criterion is evaluated against a five-point scale:

 4 points = No deviations
 3 points = 1-2 deviations

 2 points = 3-4 deviations

 1 point = 5-6 deviations

 0 point = >6 deviations

The possible score is organized into five scoring bands:

 81-100: Excellent
 61-80: Good

 41-60: Fair

 21-40: Poor

 1-20: Very Poor

This 5S audit worksheet can be applied generally to all manufacturing departments. You may
change the audit criteria to suit your specific environment. With the 5S checklist for
manufacturing, you can instantly view your monthly 5S audit results visually with a Radar
Chart and a Monthly Trend Chart. A substandard 5S process would show a much lower
score. However, because the 5S audit check quickly identifies the areas that need
improvement, the 5S auditor can pass on the information to the 5S leader, usually top
management.

Upon receipt of the 5S audit check sheet, the leaders of the process are then able to
determine if additional steps, tools or methods are needed to sustain the production process.

Conclusion

Generating 5S practice in theory involves straightforward steps which lead to continuous

improvements. 5S is a Lean technique that involves activities designed to create and maintain
a disciplined workplace. It helps create a better working environment and can be
implemented to eliminate waste and improve operational processes. The performance of 5S
in a workplace could be evaluated using a 5S Checklist, which is a tool that will help ensuring
that 5S standards and workplace organization are being met. It enables the observer to
better address compliance gaps and provides an opportunity for continuous improvement.

7.3. Sustain 3s Audit

 Self-Check -7 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided in the
next page: (5 pts each)

1. which of the following is not example of sustain activities?

A. Regular progress reporting D. recognition
B. Refresher training E. awarding on good 5S activities
C. Appreciation F. All
2. Generating the 5S checklist for manufacturing prior to auditing comes in different
forms.
(True/False)

Note: Satisfactory rating – 5 points Unsatisfactory - below 5 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet
Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Operation Sheet-1 Steps for planning sustain stage

Steps for planning

1. Kaizen Team organizational structure.
2. Recognition of current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off