We will deep dive in this article on how to implement the 5S methodology in your organization. We will simply follow the 5 Steps and explain the topics.
1st S: SEIRI – Sort out all unnecessary objects
- Unnecessary objects are all objects that are not needed for the current manufacturing processes (production, logistics, quality, and administration, etc.), that means, defective parts, unused material, material that has been written-off, all spare parts, non-utilized tables and so on
- Determine in advance, what is truly needed. This is helpful when dealing with statements such as: “That still can be used“, “That should be useful for something,“ etc.
- Remove all redundant objects or at least visually mark them so that everybody is aware that they are to be disposed of
- Unused objects should be concentrated in one marked closed area. The decision about those that can not be immediately liquidated, as whether to dispose of them, should be made by the person responsible within 2 weeks
Target: At the workplace are only objects essential for the current work in progress.
Red Tag Campaign
- Ask three questions for each separate object:
- Is this object useful?
- How many of these objects do we need?
- Where should this object be stored?
- Don‘t support others in searching for excuses. Be fair – mark objects that should be removed in all divisions of the company
- Don‘t compromise! When in doubt – the rule applies: Get rid of it!
- If there are suggestions for improvement of the current manufacturing process, it is possible to “red tag“ even objects still in use
- Make sure that everybody understands what should be marked and why
Course of action and rules for the “Red Tag Campaign”
- Write on the tag why the marked object is not needed (Example: Surplus packing boxes; parts stored in boxes are not used any more)
- Contact Information about the person who made the decision that the object is superfluous (name and department)
- The person responsible for the object will be informed and their name will be entered on the “Red Tag”, and along with the agreed-upon date of removal (maximum 3 days), the action should be recorded (Example: The employee who recognized that the boxes are not used anymore, will inform the warehouse attendant and will appeal to him to verify if they are really not of use anymore. If it will be discovered that the object is still in use, the “Red Tag” will be removed. (For instance: The warehouse manager finds out that the boxes will be used to store other parts very soon)
- If the object will be classified among the superfluous, it must be removed within three days by the person who has the responsibility for this area. (For instance: Redundant storage boxes – person responsible for the warehouse). Afterwards the “Red Tag” can be liquidated
- Objects can be “Red Tagged” only in working areas of ones responsibility. The Shift Leader can issue “Red Tags” in the entire area they are responsible for
The “Red Tag” will be filled out by hand and attached to the unwanted object.
Examples of unwanted objects:
1. Defective products
- Faulty parts
- Rejects
2. Unnecessary objects
- Unused empty packaging
- Personal objects (on undefined places)
- Unneeded assembly sets
- Unused material (remaining bundles)
- Unused tools, auxiliary and production material
- Inventory no longer being used
- Surplus of manufactured components
2nd S: SEITON – Clean-up and correct arrangement of needed objects
- After the removal of all unnecessary objects, remove all uncleanness, as new organization of areas for laying down objects or their storage can start only after everything is clean
- Each machine and each tool must have its designated place.
- Thoroughly deliberate about where you will store material, tools, and equipment
- Use colored markings (for instance stickers) to designate areas, cabinets, shelves, cupboards with shelves, important places, direction of work procedures, etc.
- With each object ask three key questions: Where? What? How many?
- Permanent storage of objects in
Targets:
- A place for each object and each object in its place
- Visual control and expedient detection of deviations
- Proper storage of all needed objects in the right place. These objects can then be found and used whenever needed
- Every thing has its own place and after its use is always returned to its place!
Think about color markings on the floor e.g.:
- Yellow = transportation zone
- White = raw material
- Green = finished goods
- Red = closed area/NOK parts
3rd S: SEISO – Keeping the workplace tidy so as to achieve the already established standards through 5S
The purpose of the cleaning action is to remove all contamination from the workplace and to maintain it in order.
- For this purpose a cleaning schedule will be formulated that will determine what is to be cleaned, with what, and by whom
- If you discover any shortcomings or abnormalities during the cleaning process – mark them down
- All employees of the workplace / work area will participate in the cleaning process
- Keep records of the cleaning process, display visually “Red Tags,” as well as the clean-up time schedule of your workplace. Display results
- Define responsibilities with consideration even to the smallest work sections
- Be effective. Even a five-minute cleansing action can achieve a lot
Targets:
- Cleaner and safer workplace
- Achieving the already established standards
Cleanliness
- Cleanliness at the workplace must be observed, because a clean workplace is essential towards quality and safety at work
- If the workplace is not dirty it is not necessary to clean it
- Any kind of uncleanness and any kind of untidiness will be visible thanks to the initiation of a regular cleaning process – for instance, dusting, sweeping, and waste disposal
- Continuous usage of equipment
- Removal of all uncleanness and untidiness
- Prevention of working accidents
- Cleanliness means controlling, which implies that when cleaning a certain workplace, also check the state of the machinery, equipment, and working conditions
4th S: SEIKETSU – Establishing regulations for work standards
SEIKETSU has the greatest importance of all 5S Steps.
- With this 5S Step the main focus is on three aspects:
- No unnecessary objects
- No messiness and
- No uncleanliness
- Visual control is the first step towards discipline. The ideal workplace is that with which any eventual problems can be detected at first glance – any corrective measures can be immediately implemented
- Use control lists to control the 5S standard and to identify deviations from the defined 5S standards
- Conduct 5S audits with consideration to the situation on the individual work place. Attempt to identify deviations from the 5S standards
- Ask yourself “follow-up questions”, as for instance: Has the mess been cleaned up immediately? Is it clear who is supposed to do the job? Can the clean-up be done quickly? – and others
Targets:
- Securing the adherence to the 5S Standards
- Increasing the team responsibility on the work place
- Schedule of everyday clean-up
5th S: SHITSUKE – Adherence to the Work standards and continuous improvement
- Discipline, namely, adherence to work standards is basically a question of personal attitude. For it to be easier, various teaching aids are used, e.g. Courses of the 5S Basics
- Use photographs, single-topic lectures, video-programs and presentations
- Constructive criticism is the foundation for proper 5S training
- Take pictures to document the status quo before and after
- The Team Leader functions as an example to the team. During his work he should focus on the goals of 5S, he should strive for a continuous improvement of quality and in this direction aim his training activity also
- Define together the measures for improvement and how to realize them.
- Regulations are better than criticism and a system is better than regulations
Targets:
- Promotion of this know-how in the entire company from top-to-bottom
- Well-organized work places that require only the minimum attention
