Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
Clive
Sury
‘5S’
HOW TO
IMPLEMENT
What is 5S?
Benefits
Implementation
Sustainment
Examples
‘5S’ –AGENDA
 5S is the foundation of Japanese Kaizen (Continuous
Improvement) methodology
 Each ‘S’ is a different Japanese word and...
Japanese Term English Equivalent Meaning in Japanese Context
Seiri Sort (Organisation)
Throw away all rubbish and
unrelate...
Continuous
Improvement
Management
System
Measures – KPIs
Defined processes & systems
5S – workplace efficiency & effective...
 Increases productivity, reduces waste
 Customers have a better impression and
experience
 Cleanliness is good for mora...
Gain commitment and direct involvement of the senior
management team in following each step of 5S:
IMPLEMENTATION
1. SORT ...
5S - IMPLEMENTATION
SORT
• Workplace layouts
• Desks, equipment
positioning
• Documents,
materials
positioning
• Storage s...
IMPLEMENTATION STEPS
Step 1: Detailing reasons for 5S
Step 2: Background Study
Step 3: Agreement with managers & the team
...
STEP 1 – TEAM BRIEFING
 Operational Reviews identify where & how much waste in the current
operations – i.e. walking, wai...
 Identification of all documents & materials – 5W’s & 1H for each
item
 Assignment of responsibility for each item, remo...
STEP 3 – AGREEMENT TO REVISED
WORKPLACE
 Commitment from all to proceed with 5S - & to own sustainment
duties/ mindset re...
STEP 4 - SPECIAL ‘5S’ DAY
 Before ‘5S’ Photos taken
 Before ‘5S’ Red Tagging of items to be removed, repaired, moved,
cl...
STEP 5 – ASSIGNING RESPONSIBILITIES
 Essential for sustainment is ownership of reviews and tasks
 Standards & responsibi...
 Quantify the benefits to customers, the team and the business
 Agreement and commitment to maintain an efficient and ef...
STEP 6: INCORPORATION IN BUSINESS
PRACTICE
 Leadership by example
 Constant reviews and feedback to individuals / team –...
VALETING BAY - BEFORE 5S & AFTER 5S
VALETING BAY - BEFORE 5S & AFTER 5S
VALETING BAY - 2 MONTHS AFTER 5S
20
SALES SHOWROOM -
BEFORE & AFTER 5S
You’ve finished this document.
Download and read it offline.
Upcoming SlideShare
5 S Presentation Basic Training
Next
Upcoming SlideShare
5 S Presentation Basic Training
Next
Download to read offline and view in fullscreen.

3

Share

5 S ~ implementation presentation

Download to read offline

How to implement Kaizen '5S' into a business

Related Books

Free with a 30 day trial from Scribd

See all

Related Audiobooks

Free with a 30 day trial from Scribd

See all

5 S ~ implementation presentation

  1. 1. Clive Sury ‘5S’ HOW TO IMPLEMENT
  2. 2. What is 5S? Benefits Implementation Sustainment Examples ‘5S’ –AGENDA
  3. 3.  5S is the foundation of Japanese Kaizen (Continuous Improvement) methodology  Each ‘S’ is a different Japanese word and represents an element of how to improve the workplace effectiveness  5S is a continuous system for maintaining and improving the workplace  5S has significant impact on the cultural mindset of the team WHAT IS ‘5S’?
  4. 4. Japanese Term English Equivalent Meaning in Japanese Context Seiri Sort (Organisation) Throw away all rubbish and unrelated materials Seiton Straighten (Orderliness) Set everything in a proper place for quick retrieval & storage Seiso Shine (Cleanliness) Clean the area – everyone cleaning Seiketsu Standards Draft and implement standard procedures & checklists for maintaining systems and cleanliness Shitsuke Sustainment (Discipline) Practise 5S daily – commitment and making it a way of life WHAT DOES EACH ‘S’ MEAN?
  5. 5. Continuous Improvement Management System Measures – KPIs Defined processes & systems 5S – workplace efficiency & effectiveness; cultural mindset of the team 5S AS THE FOUNDATION STEP OF KAIZEN
  6. 6.  Increases productivity, reduces waste  Customers have a better impression and experience  Cleanliness is good for morale, health & safety  Equipment and systems are regularly inspected and maintained  Creates teamwork & ownership 5S BENEFITS
  7. 7. Gain commitment and direct involvement of the senior management team in following each step of 5S: IMPLEMENTATION 1. SORT Background study of the current workplace 2. STRAIGHTEN Define revised workplace environment layout, equipment and materials 3. SHINE Undertake ‘Special 5S Day’ to create the revised workplace 4. STANDARDS Draft and commit to standards to maintain 5S 5. SUSTAIN Use 5S inspection as basis for continuous improvement
  8. 8. 5S - IMPLEMENTATION SORT • Workplace layouts • Desks, equipment positioning • Documents, materials positioning • Storage systems • Removal all unnecessary items STRAIGHTEN • Functional storage units • Establish filing systems • Control (White) Boards • Labels, colour- coding of files, boxes, areas SHINE • Cleaning all surfaces, workstations, equipment, cupboards, work and customer areas • Demonstration of cleaning as a means of inspection STANDARDS • Draft standards, checklists, policies and procedures • Establish rules, codes of conduct, responsibilities • Set routines for inspection SUSTAINMENT •Involve the whole team including senior management •Assign responsibilities and practice accountability •Conduct inspections as routine management practice •Motivate and reward good 5S practice
  9. 9. IMPLEMENTATION STEPS Step 1: Detailing reasons for 5S Step 2: Background Study Step 3: Agreement with managers & the team Step 4: Special ‘5S’ Day Step 5: Assigning responsibilities Step 6: Incorporation into Business Practice
  10. 10. STEP 1 – TEAM BRIEFING  Operational Reviews identify where & how much waste in the current operations – i.e. walking, waiting, looking for things, lack of equipment, materials.  Operational Reviews identify improvements for team members – health & safety, morale.  Operational Reviews identify improvements for customers – more user- friendly layouts, access, improved displays, merchandising  5S is driver in cultural change – first step in getting team members involved, motivated and ownership of improving their own work environment  Direct support required from senior managers with training of all managers & team members
  11. 11.  Identification of all documents & materials – 5W’s & 1H for each item  Assignment of responsibility for each item, removal of duplicates, optimum levels of supplies, storage method, location  Review of existing workplace and customer areas  Use following guidelines to generate optimum layout, equipment needs, storage of items as follows:  Low priority – Once a year used or less – throw out / keep in distant place  Med priority – once every 2-6mths, month, week – combine logically, systematically  High priority – once a day, hour – carry, keep at individual workplace  RED TAGGING of items to be removed, changed, cleaned, moved, improved / repaired for Special 5S Day STEP 2– BACKGROUND STUDY
  12. 12. STEP 3 – AGREEMENT TO REVISED WORKPLACE  Commitment from all to proceed with 5S - & to own sustainment duties/ mindset required  Development & consensus of revised layouts  Agreed format of what should be stored at workstation and at joint access points  Identification & buying of necessary equipment, materials, cleaning items  Ordering of any paint, maintenance, repair work, skip  Timing of Red Tag Day & Special 5S Day  Planning for Team Member reward night  Forward planning of individual responsibilities (House Duties)
  13. 13. STEP 4 - SPECIAL ‘5S’ DAY  Before ‘5S’ Photos taken  Before ‘5S’ Red Tagging of items to be removed, repaired, moved, cleaned  Removing of all items to be discarded  Maintenance of required items, areas  Cleaning of all areas – highest standards  Introduction of new equipment, materials  Re-positioning of furniture, displays, etc…  Introduction of whiteboards, document holders…  Labelling, colour coding, signage…  End day review, sign-off  After ‘5S’ & Team Photos & display of pre-post state  End Day Team Briefing & Reward Night
  14. 14. STEP 5 – ASSIGNING RESPONSIBILITIES  Essential for sustainment is ownership of reviews and tasks  Standards & responsibilities agreed by managers & team  Will involve set standards for all and individual assigned areas of responsibility  Set standards examples – i.e. name badges, clear desk, removal of tea/ coffee cups from desk at end of day…  Individual Responsibilities for – i.e. brochures, car dressing, supporting documentation, outside vehicle displays…  Duties evenly assigned throughout team  Constant application & ownership of responsibilities if to be effective
  15. 15.  Quantify the benefits to customers, the team and the business  Agreement and commitment to maintain an efficient and effective workplace  Draft checklists for inspecting the work areas, equipment, materials, stocking and systems  Diarise checks and management review meetings  Feedback to the team results of checks  Involve the team and implement future operational improvements  Reward successes STEP 5 - SUSTAINMENT
  16. 16. STEP 6: INCORPORATION IN BUSINESS PRACTICE  Leadership by example  Constant reviews and feedback to individuals / team – formal schedule  Daily & weekly routines established for managers & team members  Continuous test of responsibility & ownership for all  On-going Special 5S days – quarterly, year end  Reward good practice Mindset / approach – a constant personal & business philosophy
  17. 17. VALETING BAY - BEFORE 5S & AFTER 5S
  18. 18. VALETING BAY - BEFORE 5S & AFTER 5S
  19. 19. VALETING BAY - 2 MONTHS AFTER 5S
  20. 20. 20 SALES SHOWROOM - BEFORE & AFTER 5S
  • TaraRichardson14

    Dec. 22, 2020
  • Annaalo1

    Dec. 4, 2019
  • AbdulazizMahmed

    Jan. 21, 2018

How to implement Kaizen '5S' into a business

Views

Total views

4,453

On Slideshare

0

From embeds

0

Number of embeds

19

Actions

Downloads

167

Shares

0

Comments

0

Likes

3

×