i

LEARN AND PRACTISE

Course Material

 The meaning
Y

People take showers and baths to get clean, right?

5S is a lot like that!

ORGANIZATION

ORDERLINESS

DISCIPLIN
E

Make a habit
of
maintaining
established
procedures
STANDARDIZED
CLEANLINESS
CLEANUP

The truth is that Organisation and Orderliness are not words to just
discuss. Neither are they meant to be printed on posters and banners.
Organisation and Orderliness are activities things to be done.
LAP-TOP : 20/01

 5 Pillars of Visual Workplace

Y

Pillar 1. ORGANIZATION
Organization means clearly distinguishing between
(1) what is needed and to be kept and
(2)

what is unneeded and to be discarded.

Pillar 2. ORDERLINESS
Orderliness means organizing the way needed things
are kept so that anyone can find and use them.

Pillar 3. CLEANLINESS
Cleanliness means sweeping floors and keeping things in order.

Pillar 4. STANDARDIZED CLEANUP

Standardized Cleanup means that Organisation, Orderliness,
and Cleanliness are being maintained.

Pillar 5. DISCIPLINE
Discipline means always following specified (and standardized)
procedures.

LAP-TOP : 20/02

Points about Caring and Succeeding

Do not rely solely on 5S tools.

Point 1
5S slogans, 5S badges, and 5S checklists are tools for maintaining 5S
conditions.
Emphasize the 5Ss as a lifestyle that includes mental, emotional, and
physical practices, similar to a martial art or spiritual discipline.
Provide encouragement at every opportunity.

Point 2
Everyone has an attitude for or against maintaining 5S conditions.
Boost peoples enthusiasm for the 5Ss at every opportunity (i.e. in 5S
seminars, on-the-job training sessions, report meetings).
Make explanations easy to understand.

Point 3
Discuss the 5Ss in practical not theoretical terms.
Make 5S conditions as visible as possible
(i.e. red-tagging, signboards, photo exhibits).
Involve everyone.

Point 4
People must not only participate, they must participate in meaningful
ways.
Dont waste time on lengthy feasibility studies instead involve
everyone in trial-and-error efforts.
Be disciplined.

Point 5
Dont be angry.
Get upset at bad behaviour and conditions not at people.

LAP-TOP : 20/03

Benefits

A neat and clean factory or office will have higher productivity.

A neat and clean factory or office will produce fewer defects.
A neat and clean factory or office will meet deadlines better.

The major benefits through implementation of 5S:

1.

Zero changeovers Bring Product Diversification

2.

Zero Defects Bring Higher Quality

3.

Zero Waste Brings Lower Costs

4.

Zero Delays Bring Reliable Deliveries

5.

Zero Injuries Promote Safety

6.

Zero Breakdowns Bring Better Maintenance

7.

Zero Complaints Bring Greater Confidence and Trust

8.

Zero Red Ink Brings Corporate Growth

LAP-TOP : 20/06

TWELVE types of Resistances

to

Resistance 1. Whats the big deal about Organization and Orderliness?

Resistance 2. You want me, the President, to be 5S chairman?
Resistance 3. Why clean up when it will soon get dirty again?
Resistance 4. Implementing Organization and Orderliness will not
boost output."
Resistance 5. Why concern ourselves with such trivial matters?
Resistance 6. We already implemented them.
Resistance 7. I know my filing systems a mess, but I know my way
around it.
Resistance 8. We did the 5Ss 20 years ago.
Resistance 9. 5S and improvement stuff is just for the factory.
Resistance 10. Were too busy to spend time on Organization and
Orderliness.
Resistance 11. Why should anyone tell me what to do?
Resistance 12. We dont need 5Ss. Were making money, so let us do
our work the way we want to.
These types of resistances occur at every factory in the early stages of

5S implementation. If we ignore such resistance and plough ahead with

5S implementation, the result will likely be nothing more than superficial
improvements. Instead, we must get everyone to truly understand just
how necessary the 5Ss are while incorporating 5S implementation into
ongoing improvement activities. This is how to lay a solid foundation for
overall improvement.
LAP-TOP : 20/04

Introducing the 5Ss into the

Workplace

The methods used to introduce 5Ss will differ between companies. Even
within a single company, methods will differ among the various divisions
(for instance, manufacturing, sales, and management).
Example 1 Introduce the 5Ss to build a foundation for introducing
Just-In-Time (JIT) production.
Example 2 Introduce the 5Ss to build a foundation for Total
Productive Maintenance (TPM), with particular emphasis on combining
cleaning activities with maintenance activities.
Example 3 Use the 5Ss to breathe fresh air and enthusiasm into a
stale Total Quality Control (TQC) program.
Example 4 Introduce the 5Ss as a first step toward the future
implementation of JIT production and/or TQC.
Example 5 Introduce the 5Ss by emphasizing the red-tag strategy
as the solution to an inventory glut.
Example 6 Introduce the 5Ss in the manufacturing division as an
experiment. If successful. Then introduce them elsewhere (e.g., the

sales division).
Example 7 Introduce the 5Ss as a way to maximize efficiency in
sales warehousing and sales tasks.
Example 8 Introduce the 5Ss to help evaluate current operations
and to build a strong foundation for introducing a computer-based
program.
LAP-TOP : 20/05

LEARN AND PRACTISE

Y

The First Pillar:

Organization
Y

Principle:
Only what is needed,
only in the amounts needed,
and only when it is needed.

Organization means removing from the

workplace all items that are not needed
for current production (or clerical)
operations.
Making a clear distinction between the
necessary and the superfluous is a key
part of Organization in context of the
5Ss. Discard is the key word.
People tend to hang onto parts, thinking that they may be needed
for the next order. They see an inappropriate machine and think
that they will use it somehow. Meanwhile, inventory and
equipment start to accumulate and get in the way of everyday
production activities. This leads to a massive buildup of waste
factorywide.
LAP-TOP : 21/01

- OrganizationOrganization Essential Points

With the accumulation of unneeded items, the following types of problems
and waste tend to arise without our knowing it.
1. The factory becomes increasingly crowded and hard to work in as unneeded inventory
accumulate and take up space.
2. Valuable factory space is increasingly taken up by unneeded items and is therefore not
being used productively (in a value-adding-way).
3. People have to walk and work around obstacles posed by unneeded items, which
increases non-productive motion waste.
4. When unneeded items clutter up parts and tool storage sites, more time is wasted in
searching for required parts and tools.
5. Unneeded inventory and machinery cost money to maintain and eat into profits.
6. Excess inventory undergoes age-related deterioration and eventually becomes useless.
7. Design changes render excess existing inventory obsolete. Or, if the existing inventory
must be used to save money, the company loses some of its flexibility and
competitiveness.
8. Unneeded inventory means money wasted on extra inventory management.
9. Excess stock-on-hand in the factory tends to hide other types of problems (i.e., poor
operational strength, unbalanced processes, production of defective goods, equipment
breakdowns, missing items, delayed deliveries, and show changeover).
10. Even unneeded items must be accounted for when taking inventory. This creates
unnecessary work for inventory managers.
11. Unneeded items and equipment pose obstacles for redesigning the equipment layout and
make it harder to improve process flow.
12. Unneeded papers and files take up valuable office space and lead to cramped,
uncomfortable office environments.
13. Lockers, shelves, and cabinets built to contain unneeded items put walls between
employees in the same workplace, thereby hindering communication.
14. Even when items are well labeled, mixing up needed items with unneeded ones makes
more things to search through (searching waste).
15. Introducing superfluous information and materials at meetings slows down decision
making and causes confusion among managers.
16. Keeping unneeded clerical supplies in desks raises costs.
17. Office productivity declines when desks are cluttered with unneeded items.
18. Having unneeded inventory and documentation becomes the accepted norm. This
sloppiness makes it easier for defective products and confidential information to
escape the company.
LAP-TOP : 21/04

Organization means
Get Rid of It!

Y
Organization does not mean throwing out only the items that you are sure to never
need. Neither does it mean simply arranging things into neat, straight patterns.
Organization means leaving only the bare essentials: When in doubt, throw it out.
We can view Organization as sorting things we will be using from things that we will
not be using. The latter category actually includes three kinds of things

Can be used

Things

Cannot be used

Unlikely to be used

Sufficient functions
Sufficient period
Sufficient amount

Insufficient functions
Insufficient period
Insufficient amount

Prefer not to use

Seem unnecessary

Categorizing Things Being Used and Not Used

LAP-TOP : 21/02

If the item in question has all of the required function and is available at the
required time and in the required amount, then we should keep it as a thing that
can be used. In absence of any of the above three criteria, an item may be termed
either as cannot be used or unlikely to be used.
Generally things that cannot be used and things unlikely to be used should be
discarded as unneeded.

Accumulation of unneeded items Some Pointers

The following are some pointers on how unneeded items tend to accumulate
in factories and offices. Please keep these in mind when implementing
Organization.
At Storage Sites for Parts and Inventory

Unneeded and defective items tend to accumulate in the left and right corners next
to the warehouse entrances and exits.
Look in the shadow of partitions and pillars.
Look under desks and shelves and in bottom drawers of desks and filing cabinets.
Look in boxes that have not been labeled.
Look under the eaves of warehouses.
Look where there are large piles of miscellaneous objects.
Look near the bottom of tall stacks of items.

At Storage Sites for Jigs, Tools, Cutting Bits, Dies, Inspection Gear,
Etc.

Look for unneeded items in miscellaneous piles, especially at the top and bottom of
piles.
Look for jigs, tools, and cutting bits locked away in lockers.
Look for old rags and small parts that are left scattered around.
Look for age-deteriorated items, such as broken or rusted items.
Contd..

Look for items with no clearly designated storage place and that tend to get put
down anywhere.
Look through tool boxes whose contents do not immediately appear to be clearly
sorted.
Look for dies that are filthy with accumulated oil or dust.
Look behind rows of dies.
Look for drill bits that are left loose in desk drawers.

Outdoor Sites

Look for piles of defective or unneeded items near exterior walls.

Look for items left lying near trash disposal sites or around the boiler room.
Look in detached buildings and sheds whose contents are not clearly designated.

LAP-TOP : 21/05

Accumulation of unneeded items Some Pointers

Floors, Walkways, and Work Areas

Rooms or floor spaces not designated for any particular purpose tend to be collection
sites for unneeded or unusable items.
Items tend to be left along walls or behind pillars.
Look for items near factory entrances and exits and along walkways near restrooms.
In assembly plants, look for unneeded items left underneath conveyor belts.
Look in shelves and desk drawers near worktables.
Look for jigs, tools, bits, and rags hidden beneath machinery.
Investigate any piece of equipment with a thick layer of dust on it.
Investigate any piece of electrical equipment whose power cord is either broken or
unplugged.
Look through shelves, corners, and desktops located between manufacturing or
assembly processes.
Look through any pile of goods not labeled or that is labeled defective.
Look for small pieces of parts and materials near machines or materials storage sites.
Look for empty floor space or storage space.

Walls, Signs, and Management Boards

Look for outdated posters and slogan signs.

Look for outdated notices and memos.
Look for unused management boards and production schedule boards.

Offices

Look toward the back of drawers in individual employees desks.

Look in the center and right top drawers of desks to find unneeded writing supplies.
Look for disorganized paper piles on desktops. Also look through any cardboard boxes
kept under the desk.
Look around and through lockers, shelves, and cabinets to find unneeded papers,
files, and drawings.
Look for sample goods left in room corners or near desks.
Look through cabinets, blackboard stands, and other areas in meeting rooms for
spare and unneeded goods.
Look through cabinets and lockers located in office corners.
LAP-TOP : 21/06

Inventory Organization System

Y
Ideally factories should be able to turn out products in a way that does not require the
accumulation of inventory. However, once a factory accumulates some inventory, it must
be organized. Most factories use the system entitled below to organizeOrganization
their inventory.

Use Frequency

Rarely
used

items

Can be
used

Method

Defective goods
and dead inventory
that will not be
used

Cannot be
used or
unlikely to be
used

Inventory

Description

Occasionally
used

Used about

Remove from

twice a year

factory and store

Used once every

month

or

two

months

Used about
once a week

Often used

Discard

Store near
process where

Store near
operation where

Used every
hour or every

Keep close at

day

hand at all times

LAP-TOP : 21/03

LEARN AND PRACTISE

Y

The Second Pillar:

Y
Orderliness should never be implemented without its partner, the 1 st S
(Seiri) i.e. Organization. No matter how well you arrange items,
Orderliness can have little impact if many of the items are unnecessary.
Organization demands boldness and ruthlessness in discarding unneeded
items.
Neither of these two Ss amounts to much alone. However, when they are
combined as the Organization/Orderliness Strategy their true worth
can be realized.
We can define Orderliness as
arranging needed items so that they are easy to use and labeling them to
make their storage sites easily understood by

anyone.

Anyone is the key word.

Organization and Orderliness should be implemented together .

LAP-TOP : 22/01

Essential Points

Y
Once Organization has been implemented in a workplace to clear away the
unnecessary items, it is time to begin implementing Orderliness for the
remaining items.
Each item must be arranged so that

anyone - can see where it is kept,

- can easily pick it up, and
- can return to its proper place.
In other words, Orderliness designs production or clerical activities in a way
that minimizes waste.
This includes searching waste,
waste due to difficulty in using items, and
waste due to difficulty in returning items.
The following are some problems we can expect to find in factories or offices
where Orderliness is not implemented thoroughly.
Only the parts supply clerk understands where certain materials and parts are kept.
1. Only the person who regularly performs the changeover operation knows where to find
the tools and jigs needed for that operation.
2. No one knows where to find the tools and jigs needed for the next product.
3. No one knows what happened to the screwdriver used in an assembly operation.
4. The person sent to get a cart could not find out.
5. Someone finally found the wrench underneath a machine.
6. No one can find the key to the locked cabinet containing needed tools.
7. No one knows where to find some needed documents.
8. Someone gives up on finding a needed template after looking in vain for half an hour.
9. Some desk drawers are crammed full of pencils, markers, erasers, and other stationery
supplies.
10. Brooms are found leaning against machines and walls.
11. Some document files are not labeled.
12. Things are left protruding into walkways, causing someone to trip and get injured.
13. Someone gets hurt when standing in front of a door that is hastily opened from the
other side.
14. The storage site of certain parts has been switched since yesterday, but the operator
does not notice and picks up the wrong part.

LAP-TOP : 22/02

means

Standardization
Y

standardization,
we should also think anyone.
When we think

Machinery standardization means anyone can operate the machinery.

Operation standardization means anyone can perform the operation.
How much can we expect from a workshop where only operator A knows how to
operate machine A and only operator B can operate machine B? Not much. By
contrast, can we reasonably expect more from a workshop where any operator even
one newly trained can operate both the machines? Yes, we can!
Reason machine standardization.
When anyone can take over operations from anyone else, then the factory or
office has room for expansion.
Reason operation
standardization
Orderliness
Related. to Various Standardizations

P
2

P
1

Think of

more
processes (P)
for
Standardizatio
n

...
Pn

Voucher
standardization

Standardization of
where things are
kept

Factory and
office
standardizatio
n

Machinery
standardization

Operation
standardization

Clerical process
standardization
Drawing
standardization

LAP-TOP : 22/03

in the factory
Y
The conditions for Orderliness incorporate three basic elements:
what,
where, and
how many.
Signs and labels should clearly display information on all three
elements so that we can see what types of items should be kept
there, exactly where they should be kept, and how many of them
there should be.

Orderliness Targets
Category

Orderliness Target

Spaces

Floors, walkways, operation areas, walls, shelves,

warehouses

Products

Raw materials, procured parts, parts for machining, inprocess inventory, asembly parts, semi-finished products,
finished products

Equipment

Machines, equipment, jigs, tools, cutting bits, gauges,

dies, carts, conveyance tools, work tables, cabinets, chairs

LAP-TOP : 22/04

Painting Strategy
5S implementation usually begins with the red-tag strategy. The redtag strategy is a method for removing all unneeded items from the
workplace, leaving only what is truly needed for current operations. Later
the signboard strategy is implemented as a method for clearly displaying
where to keep these needed items.
The painting strategy is another method that can be implemented for
floors and walkways.

Steps before the Painting strategy

Red-tag
strategy

Intensive
improvements

Signboard
strategy

Painting
strategy

Used about
The first step in the painting strategy is to mark off the factorys walking
once aits
weekworking areas (operation areas) by divider
areas (walkways) from
lines.

Divider Lines Used in Painting strategy - Examples

Category

Floors

Lines

Subcategory

Colour

Operation area
Walkway
Rest area
Area divider lines
Entrance and exit lines
Door-range lines
Direction lines
Place markers
(for in-process inventory)
Place markers (for operations)
Place markers (for ashtrays, etc.)
Place markers (for defective goods)

Green
Orange
Blue
Yellow
Yellow
Yellow
Yellow
White
White
White
Red

Width

Comments
Fluorescent orange

10 cm
10 cm
10 cm
5 cm

Solid line
Broken line
Broken line
Arrow
Solid line

5 cm
3 cm
3 cm

Corner lines
Broken line
Solid line
LAP-TOP : 22/05

Page 1 of 2

for Jigs and Tools

Y
Jigs, tools, dies, and other similar tools differ in character with
respect to materials and parts used in it. These items must be put back
where they come from after each use.
It can be distinguished among several stages (or degrees) in which
Orderliness for jigs and tools is easily disrupted.
Stage 0 : No sense of Orderliness (Complete Disorder)

The value of making it easier to put things back is not considered.

In need of a jig or tool, they are to be searched.
Jigs and tools are put down anywhere after its use.
People dislike sharing and even have their own sets of tools.

Stage 1 : Jigs and Tools are kept in Groups (Easy-to-understand)

Jigs, tools, cutting bits, rags, and even parts are all kept in the same general area.
In need, people at least know where to start searching.
Slightly easier to pick up and return items.

Stage 2 : Visual (Easy-to-confirm) Orderliness of Where to return Jigs and Tools

People seek visual confirmation of where to return jigs and tools after using them.
Methods used for visual confirmation
Signboards It shows what goes where in a way that anyone can understand.
What - The tool or jig to be put back.
Where - The location of the storage site.
Colour-coding Orderliness It shows clearly which jigs and tools are to be used for
which purpose.
For example : If different jigs and tools are used for different machines, we can
assign a different colour to each machine and then match the machine colour with
colour labels on the corresponding jigs and tools.
Outlining Orderliness It is a good way to show at a glance exactly what goes where.
Outlining simply means drawing outlines of jigs and tools in their proper storage
positions.
For example : When you want to return a tool, the outline provides an additional
indication of where it belongs.
LAP-TOP : 22/06

Page 2 of 2

for Jigs and Tools

Y
Stage 3 : Orderliness so simple that Workers know it by heart

Keep the storage sites for jigs and tools as close as possible to their places of use.
Store in a manner that enables user to put them back correctly without even having to look.
If several tools are used in a changeover operation, store them in the sequence they are used.
This can make all the difference in achieving Single-Minute Exchange of Die.

Make the receiving hole bigger.

Make the hole (or device) for holding the tool bigger and easier to use, requiring less
attention.
The easier it is to replace things, the easier it becomes to maintain Orderliness.

Stage 4 : Just Let Go Orderliness (We dont even have to return it)

When operators finish, they simply let go of their tools. No one has to think about its
returning.

This idea is often used in assembly lines; for example, in an automobile assembly line,
tools are suspended overhead. Consumer electronic product assembly plants often
suspend electric screwdrivers in this manner.

Generally, this just let go Orderliness requires some kind of balance or suspension
device to keep the tools as close as possible to their place of use.

Stage 5 : Orderliness that Eliminates the Need for a Jig or Tool

The only thing simpler would be to somehow eliminate the need for the tool 1 in the
first place.
Unification of tools

- Reduce the number of jigs and tools needed by eliminating tool variety i.e. by unifying
the tools.
- The key to tool unification is design unification.

Look into jig and tool functions

- Eliminate the need for the tool in question.

- Think about how to do the same operation without using a tool.
- Ask : (1) why must this tool be used, (2) what are its basic functions, and (3) is there
another way to perform that function without a tool. These questions can lead to the
discovery of tool-free alternatives. E.g.: In some screw and bolt-fastening operations,
we can replace screwdrivers and wrenches with grips or handles that enable turning by
hand to work as efficiently as turning by tool.

LAP-TOP : 22/07

for Cutting Tools

Y
Storage Location of Cutting Tools
Centralized location If the cutting tools are used infrequently.
Decentralized location Only for cutting tools that are used frequently and/or for a
particular machine.

Placement of Cutting Tools

Function-based method
- Sort out cutting tools according to function and group together those with the

same or similar functions.

- Best suited method for unit production systems.
Product-based method
- Sort out cutting tools according to the products on which they will be used and

place them in separate groups for each product.

- Best suited method for repetitive production.

for Measuring Tools and Lubrication

Measuring Tools:

Take utmost care in handling and storage.

Always store in a manner that prevents the accumulation of dirt, dust, or rust.

Lubrication:

Apply colour-coding Orderliness by giving each type of lubrication task its own colour.
First identify the different types of lubrication tasks.
Assign a colour for each type.
Finally, make sure that all lubrication sites and their corresponding lubrication tools
receive the correct colour coding.
LAP-TOP : 22/08

in the Office

Y
Orderliness is meaningless unless everyone is
assured of understanding where things are kept
and how to use them.
Look at

five keys to Orderliness in the office.

Key 1

: Eliminate searching waste.

Key 2 :

Make things easier to get and use.

Key 3 :

Make things easier to put back.

Key 4 :

Make things understandable at a glance.

Key 5 :

Avoid private collections.

The best kind of Orderliness eliminates the need for Orderliness.

After all, Orderliness must always be maintained.

LAP-TOP : 22/09

F ive- po i nt chec k for SEIR I

1S Organization
Y
S.No. Description

Level

Needed & unneeded items are mixed together at the workplace

in such a way that it is impossible to distinguish between them.

It is possible (but not easy) to distinguish between needed &

unneeded items.

Anyone can distinguish needed, unneeded items.

(Unneeded items are identified / tagged.)

All unneeded items are stored away from the workplace.

Unneeded items have been completely disposed of.

F ive- p oi nt c hec k for SEITON

2S Orderliness
S.No. Description

Level

No fixed location for items, raw material, in-process inventory,

finished parts, jigs, fixtures, dies, conveyance equipment, office
equipment, files etc. It is impossible to tell the condition of 3
basic elements What, Where, and How many.

It is possible (but not easy) to tell the condition of 3 basic

elements.

There are prefixed locations & item indicators for all the above
three items.

Locations & item indicators enable anyone to see at a glance

what goes where.

A FIFO system & specific indicators show what goes where.

Signs, labels clearly display information on all 3 elements.

LAP-TOP : 22/10