Its a brief discussion about Japanese sustainable house keeping concept and a step toward lean. contact: shihab.b62@gmail.com

1. The Japanese
Five “S”
Process
A Supplement to Quality Tool

2. The 5 “S” Process does not
mean only cleanliness, it
means much more than only
cleanliness

3. It means cleanliness, tidiness,
discipline and much more……

4. The 5S Process, or simply "5S", is a structured
program to systematically achieve total
organization, cleanliness, and standardization in the
workplace. A well-organized workplace results in a
safer, more efficient, and more productive
operation. It boosts the morale of the workers,
promoting a sense of pride in their work and
ownership of their responsibilities

5. • "5S" was invented in Japan, and stands for five (5)
Japanese words that start with the letter 'S': Seiri,
Seiton, Seiso, Seiketsu, and Shitsuke
• These are foundational to Kaizen (continuous
improvement) and a manufacturing strategy based
"Lean Manufacturing" (waste removing) concepts.
• 5S is one of the activities that will help ensure our
company’s survival.

6. The concept of good housekeeping
has been with Japanese for a very
long time. At home and school,
children are disciplined to adhere to
good housekeeping

7. 1.
SEI
RI
5.
SHITSU
KE
2.
SEIT
ON
4.
SEIKET
SU
Elimination
3.
SEI
SO
Waste
Seiri (整理) – Sorting
Seiton (整頓) – Straighten or set in
order
Seiso (清掃) – Sweeping or
cleaning
Seiketsu (清潔) – Standardizing
Shitsuke (躾)– Sustaining the
discipline

8. Japanese
Term
Meaning
English
Equivalent
Meaning in Japanese
Context
Seiri Sort Tidiness
Throw away all rubbish and unrelated
materials in the workplace
Seiton Set Orderliness
Set everything in proper place for
quick retrieval and storage
Seiso Shine Cleanliness
Clean the workplace; everyone should
be a janitor
Seiketsu Standardize Standardization
Standardize the way of maintaining
cleanliness
Shitsuke Sustain Discipline
Practice 'Five S' daily - make it a way
of life; this also means 'commitment'

9. Some 5S Examples
Before 5S
After 5S - Cleaned, organized and
drawers labeled (less time and
frustration hunting)

10. 5S Examples - Sort, Set in
Order
See the difference?
1. Sort - All unneeded tools, parts and supplies are removed from the
area
2. Set in Order - A place for everything and everything is
in its place

11. 5S Examples - Shine
3. Shine - The area is cleaned as the work is performed (best)
andor there is a routine to keep the work area clean.

12. 5S Examples - Standardize
4. Standardize - Cleaning and identification methods are
consistently applied
Departments have weekly 5S tours
Every job has duties that use Sort, Set in Order and Shine
We all have common duties to do our part to keep all areas of
the plant in shape - breakroom, restrooms, locker area, parking
lot, etc

13. 5S Examples - Sustain
5. Sustain - 5S is a habit and is continually improved
5S is a simple concept with powerful results.
You will get additional information on 5S so that you will be well
equipped.
Our experience is that the more we do 5S the better the work
environment becomes: cleaner, safer, more organized, the work is
easier, less confusion and less stress.
Use the 5S (workhomeplay) - The more you use it the easier it
becomes and life just gets better and better.

14. The Good, Bad and the Ugly
First the Bad and the Ugly - Life Without 5S

15. The Good

16. What’s an example?

17. What’s an example?

18. What’s an example?
Before After

19. What’s an example?

20. “Implementation of 5S through PDCA cycle”
 Organize the program committee (PLAN)
 Develop a plan for each ‘S’ (PLAN)
 Publicly announcement the start of the program (DO)
 Provide training & education to employees (DO)
 Select a day & everybody cleanups his/ her working area
(DO)
 Select a day & everybody organizes his/ her workplace
(DO)
 Evaluate the results of 5S (CHECK)
 Self-Examination & take corrected actions (ACTION)

21. 5S Workplace Organization
Levels of Achievement
Level 5:
Continuously
Improve
Needed items are rout inely
reworked/ replaced as
needed to improve work area
performance
Needed items can be
ret rieved within 30 seconds
and require a minimum
number of steps
Problem sources are
documented with solut ions
def ined and implemented
Methods for housekeeping,
labeling, inspections, and
work place design are
cont inually improved and
shared externally as
applicable
Root causes have been
eliminated and improvement
actions focus on developing
prevent ive methods
Level 4:
Focus on
Reliability
Needed items are rout inely
assessed against business
needs to assure functionality
and f it
Needed items have been
minimized in number/ size and
are properly arranged for
ret rieval and use
Daily inspection occurs to
assess area readiness,
potent ial problems are
ident if ied and f ixed
Agreements for labeling,
housekeeping, inspections,
and work place design are
consistent ly followed and
demonstrate area
performance improvement
Sources and f requency of
problems are documented as
part of rout ine work, root
causes are ident if ied, and
corrective action plans are
developed
Level 3:
Make it
Visual
A list of needed items for the
work area has been
documented
Needed items have dedicated
locat ions and are properly
labeled with required
quant it ies
Visual cont rols for
equipment , f iles and supplies
have been established for the
work area
Work area agreements for
needed item labeling and
visual cont rols are posted
and followed by work team
Work team is rout inely
checking area to maintain 5S
agreements and posting
results
Level 2:
Focus on
Basics
Needed and not needed
items have been sorted and
not needed have been
removed f rom work area
Needed items have been
safely stored and organized
according to f requency of
use
Key work area items to be
checked are indent if ied and
documented
Work area agreements are
ident if ied and documented
for needed item organizat ion
and work area cont rols
5S level has been determined
and posted on the
communicat ion board
Level 1:
Just
Beginning
Needed and not needed
items are mixed throughout
the work area
Items are placed randomly
throughout the work place
Key work area items to be
checked during a sweep are
not ident if ied
No work area agreements
exist
There is no measurement of
5S performance
Sorting Simplifying Sweeping Standardizing Sustaining
rev. 04-06-01

22. Role of top management in 5
“S” implementation
• Play the role of mentor
• Initiate the 5S programme
• Provide resources
• Appreciate the efforts

23. Role of middle and line
management in 5 “S” implantation
• Play the role of facilitator
• Take initiative in his area of work
• Train the people in 5S
• Give the feedback

24. Role of employees in 5 “S”
implementation
• Participate actively.
• Give suggestions.
• Respect the opinion of others.
• Be a good team player, and
• Maintain discipline

25. Why 5S?
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First and foremost: Safety

26. Why 5S?
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Secondly it helps identify and eliminate waste:

27. Why 5S?
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Third, it is HIGH IMPACT & LOW COST

28. Why 5S?
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Fourth, it involves everyone in the organization

29. Why 5S?
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Last and most important – it is a key to Kaizen
If you can’t do 5S, you can’t do Lean! Kaanban! Kaizen!

31. Thank you
Presented By
Shihab