A STRATEGY FOR

PERFORMANCE
EXCELLENCE
1
A STRATEGY FOR
PERFORMANCE
EXCELLENCE
Executive Overview Tools Workbook
Knowledge
Breakthrough
Performance Excellence Series
Training Module Elements
2
Participant manual
Knowledge
Breakthrough
Lecture notes Lecture notes
Session 1.0 Introduction..... 3
Session 2.0 Waste Management .. 14
Session 3.0 5S Implementation. 20
Element 3.1 Systematic Organization... 31
Element 3.1.1 Red Tag System. 47
Element 3.2 Sorting Visual Placement.. 33
Element 3.2.1 Visual Sign System.. 66
Element 3.2.2 Visual Color System... 76
Element 3.3 Scrubbing Clean. 40
Element 3.4 Standardizing Control... 45
Element 3.5 Self Discipline Control... 48
3
Session 1.0 Introduction..... 3
Session 2.0 Waste Management .. 14
Session 3.0 5S Implementation. 20
Element 3.1 Systematic Organization... 31
Element 3.1.1 Red Tag System. 47
Element 3.2 Sorting Visual Placement.. 33
Element 3.2.1 Visual Sign System.. 66
Element 3.2.2 Visual Color System... 76
Element 3.3 Scrubbing Clean. 40
Element 3.4 Standardizing Control... 45
Element 3.5 Self Discipline Control... 48
What is 5S ?
An essential step required for Waste Elimination
An integral step in Kaizen
A required element to achieve Lean-site
Manufacturing.
Systematic
Organization
Seiri
Orderliness
Seiton
Cleanliness
Seiso
Cleanup
Seiketsu
Cleanup
Seiketsu
Standardization/Perseverance
Shitsuke
4
An essential step required for Waste Elimination
An integral step in Kaizen
A required element to achieve Lean-site
Manufacturing.
Standardization/Perseverance
Shitsuke
5S Performance Excellence Model
Systematic-Systematic
Organization
Customer Expectations
Improved Quality
Improved Safety
Reduced costs
Consistent Deliveries
Improved Product/ Service
Options
5
Scrubbing clean
Self-Discipline-
Control
Sorting Visual
Placement
Standardizing
Control
Improved Quality
Improved Safety
Reduced costs
Consistent Deliveries
Improved Product/ Service
Options
The Five Elements of 5S
Systematic Systematic
Organization- Identifying what
items are required and which
are not.
Self-Discipline/Control-
Ensuring that Systematic
Organization, Visual
Placement & Cleanliness
are maintained.
Standardizing Control-
Maintain and continually
improve the previous
improvements.
6
Sorting Visual Placement-
Items should be easily
retrievable, easy to get, and
visual-easy to see.
Scrubbing Clean-Keep the area free from debris,
dirt, oil, items not needed.
Standardizing Control-
Maintain and continually
improve the previous
improvements.
Major CPI
Tools (6 ) Kaizen Lean Description
Cp/Cpk 4 Process capability assessment
DOE 4 Design of experiments
SPC 4 Process control based on statistics and data analysis
FMEA 4 Risk assessment tool
Regression 4 Correlate effect one variable has on another
Process Map 4 4 4 Map process steps to communicate and identify opportunities
5 whys /2 hows 4 4 4 Determination
methods for root cause discovery
Pareto 4 4 4 Column chart ranking items highest to lowest
Fishbone 4 4 4 Cause / Effect Diagram
5S 4 4 Elimination waste
Visual Mgmt 4 4 4 Emphasis on visual techniques to manage process
Poka-Yoke 4 4 Error proofing techniques
Spagetti Chart 4 4
Kanban 4 4 Material storage technique used to control process
Takt Time 4 4 Determine pace or beat of a process
Std Work 4 4 Evaluate tasks done during a process
SMED 4 4 Single minute exchange of dies - Quick machine set up
TPM 4 Integrate maintenance strategy with process
Cellular Flow 4 Reduce inventory & cycle time thru process layout and pull
production techniques
Tool Kit Comparison
7
Major CPI
Tools (6 ) Kaizen Lean Description
Cp/Cpk 4 Process capability assessment
DOE 4 Design of experiments
SPC 4 Process control based on statistics and data analysis
FMEA 4 Risk assessment tool
Regression 4 Correlate effect one variable has on another
Process Map 4 4 4 Map process steps to communicate and identify opportunities
5 whys /2 hows 4 4 4 Determination
methods for root cause discovery
Pareto 4 4 4 Column chart ranking items highest to lowest
Fishbone 4 4 4 Cause / Effect Diagram
5S 4 4 Elimination waste
Visual Mgmt 4 4 4 Emphasis on visual techniques to manage process
Poka-Yoke 4 4 Error proofing techniques
Spagetti Chart 4 4
Kanban 4 4 Material storage technique used to control process
Takt Time 4 4 Determine pace or beat of a process
Std Work 4 4 Evaluate tasks done during a process
SMED 4 4 Single minute exchange of dies - Quick machine set up
TPM 4 Integrate maintenance strategy with process
Cellular Flow 4 Reduce inventory & cycle time thru process layout and pull
production techniques
Expand Process Improvement Program to Utilize Kaizen Tool Kit Expand Process Improvement Program to Utilize Kaizen Tool Kit
6 Sigma
Disciplined Methodology
Technical Approach
(Quantitative)
Data Driven - Statistical
Customer Focus
Reduce Variation
Focus on Large Impact
Larger/Longer Projects
Kaizen
Philosophical Approach
Common Sense Approach
(Qualitative)
Data Driven - Observation
Operational Focus
Waste Elimination 5S
Incremental Change
Smaller/Shorter Projects
Expanding the Strategy
Performance Excellence
8
6 Sigma
Disciplined Methodology
Technical Approach
(Quantitative)
Data Driven - Statistical
Customer Focus
Reduce Variation
Focus on Large Impact
Larger/Longer Projects
Kaizen
Philosophical Approach
Common Sense Approach
(Qualitative)
Data Driven - Observation
Operational Focus
Waste Elimination 5S
Incremental Change
Smaller/Shorter Projects
Complimentary Tools Driving Continuous Improvement Complimentary Tools Driving Continuous Improvement
Comparative Analysis
Improvement Methodologies
Similar in Structure
Improvements measured against
established process
Team oriented
Similar improvement tools
Measure effectiveness of improvements
Maintain new performance level
Standardize & Proceduralize
Results
More Efficient Processes
Comparison
Both are Effective Improvement
Mechanisms
CPI/6s best applied to large complex
problems
Kaizen/Lean best applied to achieve
incremental changes and eliminate wastes.
Measure
- Data Collection
- Determine Process Potential / Goals
Evaluate
- Root Cause / Vital Few
- Statistical Analysis
Improve & Verify
- Implement Improvement
- Validate Improvement
Standardize
- Standardize / Leverage
- SPC
- Update Procedures
Evaluate
- Baseline Process Performance
- Establish Target
Decide
-Compare solutions
- Choose
Act
-Communicate
- Implement improvement
- Control
Measure
- Validate improvement
- Standardize
- Update Procedures
Kaizen/Lean 6
9
Improvement Methodologies
Similar in Structure
Improvements measured against
established process
Team oriented
Similar improvement tools
Measure effectiveness of improvements
Maintain new performance level
Standardize & Proceduralize
Results
More Efficient Processes
Comparison
Both are Effective Improvement
Mechanisms
CPI/6s best applied to large complex
problems
Kaizen/Lean best applied to achieve
incremental changes and eliminate wastes.
Measure
- Data Collection
- Determine Process Potential / Goals
Evaluate
- Root Cause / Vital Few
- Statistical Analysis
Improve & Verify
- Implement Improvement
- Validate Improvement
Standardize
- Standardize / Leverage
- SPC
- Update Procedures
Evaluate
- Baseline Process Performance
- Establish Target
Decide
-Compare solutions
- Choose
Act
-Communicate
- Implement improvement
- Control
Measure
- Validate improvement
- Standardize
- Update Procedures
Focus
- Reduce Process Variation
- Identify Critical Cause and Focus
Resources for Maximum Impact
Focus
- Eliminate Waste 5S
- Seek Incremental Process Changes
Summary
- Technical Approach based on Statistical
Analysis
- Requires Significant Data Collection
- Best applied to Manufacturing Processes
- Typical Projects 1-3 Months
Summary
- Common Sense Approach based on
Observation
- Applicable to all types of processes
- Defined improvement strategy
- Typical Projects 1 week
Why 5S
Look Familiar?
10
To eliminate the wastes that result from
uncontrolled processes.
To gain control on equipment, material & inventory
placement and position.
Apply Control Techniques to Eliminate Erosion of
Improvements.
Standardize Improvements for Maintenance of
Critical Process Parameters.
Overproduction
Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped Resources
Mis-used Resources
9
Wastes
The Nine types of wastes.
11
Overproduction
Delays (waiting time)
Transportation
Process
Inventories
Motions
Defective products
Untapped Resources
Mis-used Resources
Overproduction ______________________________
Delays (waiting time)__________________________
Transportation _______________________________
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
Mis-used Resources ___________________________
9
Wastes
Give an example of each type of waste.
The Nine types of wastes
Think Break
12
Overproduction ______________________________
Delays (waiting time)__________________________
Transportation _______________________________
Process_____________________________________
Inventories__________________________________
Motions ____________________________________
Defective products ____________________________
Untapped Resources __________________________
Mis-used Resources ___________________________
5 S Element Waste/ Improvement Item Deliverable
Systematic
Organization
Elimination of finding.
Reduction of part selection errors.
Reduced Costs
Improved Quality
Increased Product Options
Sorting-Visual
Placement
Elimination of finding.
Elimination of nonconformances.
Elimination of motion.
Reduction of part selection errors.
Reduced Costs
Increased Safety
Improved Quality
Increased Product Options.
Scrubbing Clean
Increased safety.
Preventive maintenance.
Increased equipment knowledge.
Increased Safety
Improved Quality
Standardization
Control
Increased equipment life.
Higher morale.
Clean environment.
Increased visibility of nonconformances.
Improved Quality
Consistent Delivery
Improved Safety
Elimination of Waste
13
5 S Element Waste/ Improvement Item Deliverable
Systematic
Organization
Elimination of finding.
Reduction of part selection errors.
Reduced Costs
Improved Quality
Increased Product Options
Sorting-Visual
Placement
Elimination of finding.
Elimination of nonconformances.
Elimination of motion.
Reduction of part selection errors.
Reduced Costs
Increased Safety
Improved Quality
Increased Product Options.
Scrubbing Clean
Increased safety.
Preventive maintenance.
Increased equipment knowledge.
Increased Safety
Improved Quality
Standardization
Control
Increased equipment life.
Higher morale.
Clean environment.
Increased visibility of nonconformances.
Improved Quality
Consistent Delivery
Improved Safety
5 S
Implementation
Plan
Step 1
Establish 5 S
Implementation Team
Step 2
Develop Specific
Implementation Plan
Step 3
Develop Communication
Plan
Step 4
Develop 5 S Training Plan
Step 5
Implement 5 S
14
Systematic
Organization
Cleanliness
Visual Placement
Standardization
Progressive
Enhancements
Step 6
Verification of Effectiveness
Removing Red Tagged stuff
What Stuff would you Red Tag in these pictures ?
Think Break
15
Picture A__________________________________________________________
Picture B _________________________________________________________
In the following pictures, identify some of the finding wastes ( assume you work in a
distribution center and you have to fill an order with product located in the following
pictures).
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
Think Break
16
In the following pictures, identify some of the finding wastes ( assume you work in a
distribution center and you have to fill an order with product located in the following
pictures).
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
___________________ ___________________ _________________
Everything has a useable place
Finding Wastes
Some evidence of standardized work areas
Clear, shiny aisle ways
Color coded areas
Slogans, banners
17
No work-in-process ( WIP )
One-Piece Flow
Standardized Work Sheets
Visual Color System Implementation
Develop a map identifying the access ways(aisles, entrances, walkways etc.)
and the action areas.
Perform any necessary realignment of walkways, isles, entrances.
Assign an address to each of the major action areas.
Mark off the Walkways, Aisles & entrances from the action areas Table 1.0
Apply flow-direction arrows to aisles & walkways Table 1.0
Perform any necessary realignment of action areas.
Mark-off the inventory locations Table 1.0.
Mark-off equipment/machine locations Table 1.0
Mark-off storage locations( Cabinets,shelves,tables) Table 1.0
Color-code the floors and respective action areas per Table 1.0.
18
Develop a map identifying the access ways(aisles, entrances, walkways etc.)
and the action areas.
Perform any necessary realignment of walkways, isles, entrances.
Assign an address to each of the major action areas.
Mark off the Walkways, Aisles & entrances from the action areas Table 1.0
Apply flow-direction arrows to aisles & walkways Table 1.0
Perform any necessary realignment of action areas.
Mark-off the inventory locations Table 1.0.
Mark-off equipment/machine locations Table 1.0
Mark-off storage locations( Cabinets,shelves,tables) Table 1.0
Color-code the floors and respective action areas per Table 1.0.
Cleanliness involves cleaning every aspect of
the Organization and the removal of dirt,
dust,oil, scraps on the floor, & garbage.
Key Deliverables
19
A clean Systematic Organization results in increased safety and
efficiency.
Increased
Safety
Increased
Efficiency
Step 2: Allocation:
Assign resources to the specific tasks required to make 3S a habit.
5 S T o D o P l a n
D a t e : P a g e o f
5 S T e a m M e m b e r s C o m p a n y / D i v i s i o n N a m e : P e r s o n P r e p a r i n g T h i s S h e e t
I t e m
#
D a t e
S t a r t e d
5 S e l e m e n t 5 S T a s k - A c t i o n P e r s o n
R e s p o n s i b l e
L o c a t i o n /
D e p a r t m e n t
P e r c e n t
C o m p l e t e
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
20
5 S T o D o P l a n
D a t e : P a g e o f
5 S T e a m M e m b e r s C o m p a n y / D i v i s i o n N a m e : P e r s o n P r e p a r i n g T h i s S h e e t
I t e m
#
D a t e
S t a r t e d
5 S e l e m e n t 5 S T a s k - A c t i o n P e r s o n
R e s p o n s i b l e
L o c a t i o n /
D e p a r t m e n t
P e r c e n t
C o m p l e t e
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
1 0 0 2 5
7 5 5 0
5S for the Workplace
Training and
Sourcebook
for
5S Worksheets
5S for the Workplace
Training and
Sourcebook
for
5S Worksheets
How to Use T his Manual
The continuous improvement tools that are presented in Sections
1-10 of this manual are shown in order of use. These forms
MUST be completed in the order presented in this manual. Each
section contains a brief description of the tool, its purpose, when
to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste.
Strive to maximize yields and obtain cost reductions
from existing machinery and equipment before
buying solutions. Improve current systems and
techniques before automation. Automating a system
or practices without first having an understanding of
the process will not solve underlying process
problems.
Perhaps the most important point to remember is that
we must understand a process before we make any
attempt in changing it. N o Tampering is the first rule
of continuous improvement. We can not tamper with
a process without understanding it.
By using these tools, we will all share a common and
systematic approach for questioning, analyzing,
proposing solutions, experimenting, and finally,
implementing proven changes.
The problems that exist in the world
today
cannot be solved by the same level of
thinking
that created them.
Improvement
Identify waste
Measurement
5S
Template
How to Use T his Manual
The continuous improvement tools that are presented in Sections
1-10 of this manual are shown in order of use. These forms
MUST be completed in the order presented in this manual. Each
section contains a brief description of the tool, its purpose, when
to use it, who should use it, how to use it, and the expected
results.
Remember to focus on the elimination of waste.
Strive to maximize yields and obtain cost reductions
from existing machinery and equipment before
buying solutions. Improve current systems and
techniques before automation. Automating a system
or practices without first having an understanding of
the process will not solve underlying process
problems.
Perhaps the most important point to remember is that
we must understand a process before we make any
attempt in changing it. N o Tampering is the first rule
of continuous improvement. We can not tamper with
a process without understanding it.
By using these tools, we will all share a common and
systematic approach for questioning, analyzing,
proposing solutions, experimenting, and finally,
implementing proven changes.
The problems that exist in the world
today
cannot be solved by the same level of
thinking
that created them.
Improvement
Identify waste
Measurement
5S
Template
Table of Contents
Section 1
Development of 5 S T o Do Plan: Establishment of the 5S team focused on
the development, training, and implementation of the companys 5S program.
Deliverable includes action plan and associated tasks with the 5S
implementation.
4
Section 2
Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to
5S...
The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart
7
Section 3
5 S Action sheet: Establishing baseline key performance metrics in terms of
key deliverables, photographs, and current conditions of the before 5S
implementation phase. Deliverable includes the 5S action
sheet.
11
Red T ag Strategy: The utilization of Red Tags to visually identify items which
are not needed or used infrequently..
14
Section 5
Visual Color Sheets: Utilization of colors to identify specific work actions,
inventory locations, access areas within the work environment. Initialization
begins with development of Visual Color
Sheets.
17
Table of Contents
Section 1
Development of 5 S T o Do Plan: Establishment of the 5S team focused on
the development, training, and implementation of the companys 5S program.
Deliverable includes action plan and associated tasks with the 5S
implementation.
4
Section 2
Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to
5S...
The overall wastes is calculated for all the work areas and identified on the 9
Waste Radar Chart
7
Section 3
5 S Action sheet: Establishing baseline key performance metrics in terms of
key deliverables, photographs, and current conditions of the before 5S
implementation phase. Deliverable includes the 5S action
sheet.
11
Red T ag Strategy: The utilization of Red Tags to visually identify items which
are not needed or used infrequently..
14
Section 5
Visual Color Sheets: Utilization of colors to identify specific work actions,
inventory locations, access areas within the work environment. Initialization
begins with development of Visual Color
Sheets.
17
Section 6
Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign
Sheets.
20
Section 7
Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. ..
23
Section 8
Cleaning T o Do List : A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet..
27
Section 9
5 S Status Report: A report identifying implementation effectiveness of each 5S
steps applied. A variable metric ranging from 0 -5 is established for each step
implemented.. 30
Section 10
Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to 5S
9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction
is recorded, charted and compared to the initial 9 Waste Radar Chart.
33
Section 6
Visual Sign Sheets: Utilization of signs to identify machine, equipment, tooling,
inventory, safety, hazard and work center locations. Sample Sign
Sheets.
20
Section 7
Standard Cleaning Work Sheet: A cleaning matrix identifying the work area
responsibilities, supplies, and schedules for cleaning. ..
23
Section 8
Cleaning T o Do List : A action list identifying specific cleaning tasks for each
work area identified on the Standard Cleaning Work Sheet..
27
Section 9
5 S Status Report: A report identifying implementation effectiveness of each 5S
steps applied. A variable metric ranging from 0 -5 is established for each step
implemented.. 30
Section 10
Waste Identification Map: Identification of the 9 wastes associated with
production of products and services. A detailed map of each major work area is
developed describing the major types of wastes in each area. These wastes are
the improvement opportunities that exist prior to 5S
9 Wastes Radar Chart: After the completion of 5S, the results of the waste reduction
is recorded, charted and compared to the initial 9 Waste Radar Chart.
33
Section 2
Waste Identification Map
Section 2
Waste Identification Map
Manager or Team Leader (Section A) Area or Process N ame (Section B) Person Preparing This Sheet (Section C)
Over production
Delays

Transportation

Process

Inventory

Motion

Defective Product
Defective
Untapped
Resources
Mis-used
Resources
Waste Identification Map
Manager or Team Leader (Section A) Area or Process N ame (Section B) Person Preparing This Sheet (Section C)
Over production
Delays

Transportation

Process

Inventory

Motion

Defective Product
Defective
Untapped
Resources
Mis-used
Resources
9 Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
0
Defective Product
Transportation
Delays
Resources
Mis-used
Process
10
Motion
Inventory
Untapped
Resources
90
7 0
20
30
40
50
60
80
10 0
Over production
9 Waste Radar Chart
% of Waste Before 5S
% of Waste After 5S
0
Defective Product
Transportation
Delays
Resources
Mis-used
Process
10
Motion
Inventory
Untapped
Resources
90
7 0
20
30
40
50
60
80
10 0
Over production
Overproduction Delays Transportation Inventory Motion Processes Defective
Products
Untapped
Resources
Mis- Used
Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
100
90
80
70
60
50
40
30
20
10
%

o
f

W
a
s
t
e
0
The Nine Wastes
P
e
r
c
e
n
t
a
g
e

o
f

W
a
s
t
e
Overproduction Delays Transportation Inventory Motion Processes Defective
Products
Untapped
Resources
Mis- Used
Resources
Before After Before After Before After Before After Before After Before After Before After Before After Before After
100
90
80
70
60
50
40
30
20
10
%

o
f

W
a
s
t
e
0
P
e
r
c
e
n
t
a
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o
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W
a
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e
Waste Identification Map
Purpose
Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste in
section/division of the organization. Also utilized to indicate equipment type,
size, and distances within each work area.
When T o Use
The Waste Identification Map should be used after the 5S To Do plan is
completed. A map should be developed for each department or focus area
of the 5S program. Do not attempt to develop a single Map for an entire
organization, it will become too busy to be effective.
Who Should Use It
The Waste Identification Map can be used by anyone involved in continuous
process improvement.
Expected Benefits
The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides a
visual layout of the interrelationship of the waste.
Waste Identification Map
Purpose
Used to create a visual picture of a work area to assess waste in work place
organization, office/cell layout and crewing. Shows the type of each waste in
section/division of the organization. Also utilized to indicate equipment type,
size, and distances within each work area.
When T o Use
The Waste Identification Map should be used after the 5S To Do plan is
completed. A map should be developed for each department or focus area
of the 5S program. Do not attempt to develop a single Map for an entire
organization, it will become too busy to be effective.
Who Should Use It
The Waste Identification Map can be used by anyone involved in continuous
process improvement.
Expected Benefits
The Waste Identification Map will provide information about work waste in
each department, work sequence, equipment layout and distances. The
Waste Identification Map not only provides actual waste, but also provides a
visual layout of the interrelationship of the waste.
How T o Use It
1. Referring to the 5S To Do Plan, identify each respective area 5S will
be implemented. Develop a Waste Identification Map for each area or
department and complete sections A, B, C, with the necessary
information. N ote you may have multiple Maps for the entire 5S
implementation program.
2. For each work department, fill in the equipment, access areas,
storage areas, inventory locations etc. on the Map. It is best to draw
these to scale.
3. N ext identify the processes for each area on the Map.
4. N ext, list the products and services at each applicable workstation.
5. N ext, identify the product/service flow through the respective
processes & work stations.
6. Establish time trials for each major activity and when completed
document the time for each major activity within the department.
7 . Document the type of waste and time associated with each waste at
each activity, process, equipment, inventory, storage, and office
location.
8. For each type of waste identified, complete the waste matrix section on
the bottom of the 9 Waste Radar Chart in the before column. Note:
T he y-axis list % of waste, use whatever metric makes sense i.e.
time, $, labor hours, productivity etc. Remember that your goal is
to reduce these wastes as a result of the 5 S Program.
Chart the % waste value for each type of waste on the Radar Chart.
Connect each of the values on the radar chart. This is extremely important,
this is your baseline metric and will be used to determine the magnitude of
your improvements.
How T o Use It
1. Referring to the 5S To Do Plan, identify each respective area 5S will
be implemented. Develop a Waste Identification Map for each area or
department and complete sections A, B, C, with the necessary
information. N ote you may have multiple Maps for the entire 5S
implementation program.
2. For each work department, fill in the equipment, access areas,
storage areas, inventory locations etc. on the Map. It is best to draw
these to scale.
3. N ext identify the processes for each area on the Map.
4. N ext, list the products and services at each applicable workstation.
5. N ext, identify the product/service flow through the respective
processes & work stations.
6. Establish time trials for each major activity and when completed
document the time for each major activity within the department.
7 . Document the type of waste and time associated with each waste at
each activity, process, equipment, inventory, storage, and office
location.
8. For each type of waste identified, complete the waste matrix section on
the bottom of the 9 Waste Radar Chart in the before column. Note:
T he y-axis list % of waste, use whatever metric makes sense i.e.
time, $, labor hours, productivity etc. Remember that your goal is
to reduce these wastes as a result of the 5 S Program.
Chart the % waste value for each type of waste on the Radar Chart.
Connect each of the values on the radar chart. This is extremely important,
this is your baseline metric and will be used to determine the magnitude of
your improvements.
Next Step
You are now ready to move to the next step, the Action Sheet.