5 S

TABLE OF CONTENTS
Introduction
Overall 5S Good Housekeeping Methodology
Implementation Steps
Top management’s commitment

5S committee formation
Action plan for 5S official launching and campaign months
5S launching ceremony
5S promotion and poster competition
General 5S Practice Guidelines
Model Workplace
Total Clean-up
Establish monthly theme
Inter-department 5S Competition
Annex
Example of Recording Formats

Example of a 5S Basic Plan - 1 Cycle
Example of the 5S Launching Ceremony Programme
Example of Rules and Regulations of a 5S Poster Competition
Examples of One-Is-Best Guidelines
Example of 5S Guidelines for the Office
Example of Schedule for Monthly 5S Themes
Example of 5S Monthly Themes’ Checklist
Example of Evaluation Criteria for Organisation/Department
Example of Format for Seiton (Neatness) Analysis
Example of a Seiton (Neatness) Checklist
Example of a Seiso (Cleaning) Inspection Checklist
Example of Shitsuke (Discipline) Checklist
Example of an Individual Responsibility Checklist
Example of 5S Evaluation Criteria
Example of a 5S Good Housekeeping Inter-Departmental
Evaluation Form
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Singapore Productivity and Standards Board  1997 All rights reserved
5S GOOD HOUSEKEEPING GUIDE
Introduction
This 5S Good Housekeeping guide has been designed to provide the reader
with a systematic way to implement 5S in a company. The guide has mapped out
the various steps to follow for 5S implementation. This is a practical and easy to
follow “how to” guide. Examples are provided for each implementation step.
Checklists and various forms have also been designed to help the reader to
document the 5S work.
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Overall 5S Good Housekeeping Methodology
Gain & Communicate

Step 1 Top Management’s
Commitment
Structure the 5S Committee

Advise on the Formation of the
Step 2 Establish the 5S Main Committee
5S Committee Define Roles & Responsibilities
Prepare Action Plan for 5S

Step 3 Official Launching &
Campaign Months
Organise 5S Launching
Step 4
Ceremony
5S Promotion &
Step 5
Poster Competition
Overall Guidelines
Prepare General Specific Operational Guidelines
Step 6
5S Practice Guidelines Work Area Guidelines
Step 7 Designate Model Workplace
Companywide Deployment/
Step 8
Total Clean-Up
Steps to take to implement

Step 9 Establish Monthly Themes Seiri, Seiton, Seiso, Seiketsu,
Shitsuke
Inter-Department
Step 10 5S Competition
Implementation Steps
Step 1 : Gain and communicate top management’s commitment
Identify areas where top management can show/communicate its commitment to

5S. Some possible ways include:
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a) publicising the managment’s philosophy on 5S
b) sharing some key business issues with managers and stressing application
of the 5S to improve these issues
c) display photographs and/or slides of before and after 5S implementation
d) allocating at least 2 hours a week for 5S
Step 2 : Advise on the formation of the 5S committee

• Structuring the 5S Committee
The committee should be structured along the same vertical lines as the
implementing organisation. It should have top mangement at the top and should
work down through the QC circles at the bottom. The manager/supervisor/head
of each workplace should be the manager/supervisor/head of that workplace’s
sub-committee. In effect, it should parallel the company’s management
structure.
• Establishing the 5S Main Committee
The next step is to form your 5S main committee with the people responsible for
promoting the 5S activities. The main committee should be the policy-making
body for 5S activities and should be charged with planning and implementation,
setting goals, creating the structures needed to make everyone 5S-minded, and
all of the other work of promoting 5S activities.
• Defining roles and responsibilities

Evaluation and Planning
The evaluation and planning people are central to the operation’s management.
Because it is essential that this evaluation be done with authority, everyone
should know who is doing the evaluation and they should be broadly
acknowledged as the most capable people available. The 5S Planning Office
should be charged with formulating plans for implementing the 5S activities. As
such, it should be working within the parameters set by the main committee and
should be looking at how these goals can best be achieved in each set of
circumstances. The planning office should come up with plans that are both
reasonable and doable and that other people are inclined to follow. This means
being able to break down the process into stages and to set manageable tasks
and achievable goals for each stage. It should also include planning for
recognition when these goals are met.
Ad-hoc Projects
Ad-hoc projects can be formulated as the need arises. When there are specific
issues that need to be addressed - such as improving the dust collection
equipment - cross-departmental teams can be formed to work on them. Each
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team will have specific goals and specific timetables. It is advisable to record
down who is in which work team and involved in which ad-hoc project .
Management’s Role
The top management should be involved at each level and should head the
effort at that level. It is a good idea to have meetings once or twice a month to
follow up and to discuss what kinds of support are needed for attaining priority
goals. People lower down in the organisation are very astute, very critical
observers, and everything you do will have an impact on the 5S activities’
success or failure.
Step 3 : Prepare action plan for 5S official launching and campaign months
The plan should be in very broad terms such as 1 year, 2 years etc and it should
be constantly reviewed.
Example of a 5S Basic Plan - 1 Cycle Schedule
Activities Months 1 2 3 4 5 6 7 8 9 10 11 12
1 Top management commitment
2 Establish 5S organisation structure
3 5S training for all staff
4 5S launching ceremony
5 5S promotion
6 Poster competition
7 Establish monthly themes
8 Designate model workplaces
9 Companywide deployment
10 Evaluate and review
11 Inter-department 5S competition
12 Ad-hoc 5S projects
13 Follow-up 5S training
14 Review 1 cycle 5S plan
Step 4: Organise 5S launching ceremony
The top management should also demonstrate the company’s commitment to 5S

by having a 5S launching ceremony. The purpose of the launching ceremony is
to create an official start to the 5S programme and to show that it requires total
companywide effort.
Step 5 : 5S promotion and poster competition
Banners, slogans, posters and newsletters can be fully utilised to draw the
attention of everyone to the 5S movement. A poster competititon can be held to
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create 5S awareness. An example of rules and regulations of the competition is
shown below.
5S Poster Competition
Rules and regulations
Theme
• To emphasis on the importance of 5S and results of its implementation
Participants’ qualification
• All employees of the company are eligible to participate
• Participants can be in group or individual
• Each participant/group can submit more than one entry
Drawing materials
• Drawing papers will be supplied by 5S main committee
• Those interested in participating can obtain the drawing papers from their department/section head
Instructions to participants
• Please refer to the poster displayed for reference
• Particulars of participants are to be written at the back of the artwork and submitted to their respective
department/section head before the closing date
Period of competition 23/11/96 - 23/12/96

Date of result announcement : One week after closing date
Date of prize presentation : All winners will be notified through their department/section
head within one week after the result announcement
Prizes
1st prize : $150 in cash
2nd prize : $100 in cash
3rd prize : $50 in cash
20 consolation prizes : $20 in cash
All participants will be given a souvenir worth $5 each
Step 6: Prepare general 5S practice guidelines
Alternative 1 : Overall Guidelines
1. Make a decision and implement it eg the decision to get rid of everything that
is not needed, the decision to have a major housecleaning, and the decision
to have 5-minute clean-up periods.
2. Make tools and use them eg special shelves and stands for things,
instructional labels and placement figures.
3. Do things that demand improvements as prerequisites eg covers to prevent
filings from scattering and measures to prevent leakage.
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4. Do things that require help from other departments eg fixing defective
machinery, changing the layout and preventing oil leakage.
Alternative 2 : Specific Operational Guidelines
The guidelines could also be more specific eg the one-is-best guideline as

shown below.
One-page memos One-hour meetings
Limit all reports, memos and the like to one page Limit meetings to 1 hour.
(A4 size). • This will cut down time spent in meetings.
• This will cut down paperwork. • Arrange procedures before the meeting and
• Improve the quality of writing -write from the follow-up after the meeting-reduce the amount
reader’s perspective. of wasted time.
• Write reports that add value commercially- • Hold meaningful meetings-review whether or
limit distribution. not each meeting is really necessary and limit
participation.
Alternative 3 : Work Area Guidelines
Simple but effective guidelines can also be written by work area eg office and
factory shopfloor. An example is shown below.
Office machines • Assign ownership to each equipment

• Clean and inspect equipments regularly
• Reset equipments for use by next person
• Band wires systematically for safety and neatness
Cabinets • Label contents on cabinet doors

• Classify files by category for easy retrieval
• Always return files to designated positions after use
Step 7:Designate model workplace
In moving the 5S to the actual workplace, there is no need to jump in all at once.
It might be easier to designate model workplaces or model areas. This will
develop experience and show the other workplaces or areas what can be
accomplished.
Step 8: Companywide deployment / Total Clean-up
• The main committee should plan for a day when the total clean-up is
exercised. The longer the housecleaning is put off, the longer it is likely to
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take. Total housecleaning can be done together with monthly campaigns
themes but they are better done independently. How the total clean-up is
done will depend on what is being cleaned up. The total clean-up has to go
from rooftops to the shopfloor. It has to deal with each piece of equipment
separately. It may have to include the outside grounds as well.There are two
things to keep in mind during a total clean-up, safety and breakage
prevention.
Although the total clean-up is basically the same as getting rid of things not
needed, there may be some things that are not needed or cannot be used but
cannot be taken and thrown out just yet. Hence it is important to make a
thorough inspection of all the places. It is a good idea to get out a floor plan of
the plant and mark a big “P” on those problem areas.
Step 9:Establish monthly theme
Practice is the best way to ensure that people are able to do what they are
supposed to do on a daily basis. Although the daily routine should be a constant
reinforcement of good habits, all too often the daily routine is boring. Hence, it is
important to designate specific themes for practice sessions and to have
everybody practice the same thing. A game can be made out of it - first for fun
and then as a competition. Even if people already know how to do something,
practicing it this way will refresh their memories.
A more structured set of monthly campaign themes is to go through the 5 steps

in housekeeping as one cycle and then repeating and refining it for the next
cycle. A simple checklist is given for each step (duration for each step can be 1
or 2 months) below.
Example of Schedule for Monthly 5S Theme
Monthly Months 1 2 3 4 5 6 7 8 9 10 11 12
Themes
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Example of 5S Monthly Theme Checklist
Theme Checklist
Organisation (Seiri) • Throw out the things not needed
Stratification • Deal with causes of dirt and leaks
management and • Housecleaning
dealing with the causes • Treat defects and breakage
• Inspect covers and troughs to prevent leakage and scatter
• Clean the grounds
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• Organise the warehouse
Neatness (Seiton) • Everything has a clearly designated place
Functional storage and • Thirty-second storage and retrieval
eliminating the need to • Filing standards
look for things • Zoning and placement marks
• First in, first out
Cleaning (Seiso) • Individual responsibility
Cleaning as inspection • Make cleaning and inspection easier
and degrees of • Sparkling clean campaigns
cleanliness • Clean even the places most people do not notice
Standardisation • OK marks
(Seiketsu) • Danger zones marked on meters
Visual management • Labelling (Thermal, Voltage, Oil, etc)
and 5S standardisation • Directional markings & labels
• Warning colours
• Responsibility labels
• Wire management
• Inspection marks
• Colour coding
• “ I-can-do-it-blindfolded” placement
• 5S calendars
Discipline (Shitsuke) • All-together cleaning
Habit formation and a • Exercise time
disciplined workplace • Pick-up practice
• Wear safety shoes
• 5S manuals
• Practice dealing with emergencies
• Individual responsibility
• Telephone and communication practice
• Seeing is believing
Theme 1:Seiri (Organisation)
Organisation is the art of throwing things away. It is important to save things, but
it is just as important to throw things out. And most important of all is knowing
what to discard, what to save, and how to save things so that they can be
accessed later. A decision on how extensive and how big the project is needs to
be made. Most people opt to do a thorough job and combine this with a major
housecleaning.
Steps to take
Decide on the scope of the operation (what workplaces and zones) and the
targets to be achieved. Examples of targets to be achieved are:
• To halve stock levels
• To save one box of each thing
• To fill so many two-ton truckss
Teach people to recognise what is unnecessary. Where to look (egs)

• Passageways and corners
• Larger stocks than needed of bits, tools, jigs and measurement devices
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• Extra machinery, stands, racks and carts
Quantify and assess

Be sure to keep a record of everything that is thrown out - what is it and how
much of it. Make decisions and assessments on what is to be discarded and
where to store what. (See below)
Example of Evaluation Criteria for Organisation
Category Degree of Need (Frequency of Use) Storage Method

Low • Things not used in the past year • Throw them out
• Things only used once in the last 6 - • Store at a distance

12 months
Average • Things only used once in the last 2 - • Store in central place in the workplace
6 months • Be sure to put them back where they
• Things used more than once a belong (board with pictures or colour
month coding)
High • Things used once a week • Store near the work site or carry on the
• Things used every day person
• Things used hourly • Number and colour code files for both
shelf and order
• Keep them easy to get out, easy to put
away and easy to understand where they
should be
Perform management inspection and assessment, and provide pointers on how

to do better next time
Get people to take things out of shelves and justify anything they wanted to put
back.
Theme 2:Seiton (Neatness)

After disposing the things that are not needed, the next question is to make the
decisions on how many of what should be put where. Neatness means putting
things away with efficiency, quality and safety in mind.
Steps to take
Analyse the status quo
Anayse how people get things out and put them away, and why it takes so long
Example of Format for Neatness Analysis
Work Time Problems

Ask name • Do not know what things are called
• Find out
Retrieval • Not sure where things are kept
• Storage site far away
• Storage sites scattered all around
• Repeat trips
Search • Hard to find because many things are there
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• Not labelled
• Not there, but not clear whether it is out or somebody is using
it
• Unclear if spares exist (no ledger and nowhere to ask)
Retrieve • Hard to get out
• Too big to carry
• Need to set or assemble
• Too heavy to carry
Bring • No way to transport
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Decide where things belong
1. Have no more than one of any one part on hand at any given time eg half
inventories.
2. Determine the analytical method for storage stratification and layout eg
things that are used frequently might be better near the door, heavy things
should be where they can be moved easily.
3. Standardise naming
Decide how things should be put away

• Study putting away functionally
Things that look the same, have similar names, or have similar number should
be placed some distance apart, draw the outline of the tool on the tool board,
different colours can be used to avoid confusion, have lines and a name panel
so that when you push the button by the name of the tool, a light would light up
the tool board by the tool that is wanted.
• Names and locations

In doing 5S, it is important that everything has a name and location. These
names should be simple and easy to understand. They should be reinforced eg
by having them written on the tool boards and even on the tools themselves. In
assigning storage space, designate not only the location, but even the shelf.
Item and location names go together eg the storage location is on the tool and
the tool’s name is on the storage location.
• Making it easy to get things out and put them away

It helps to have diagrams and lights.It helps if storage locations are not all over
the place.It is important that sets and kits be complete and that spares are
available. The system should be understandable whether the classification is by
function, process or product. Things that are used the most should be the
easiest to get to. On the job itself, things should be within easy reach - knee to
shoulder height most convenient.Design spaces to fit each item eg fan belts and
other loops can be hung, hoses and cables can be wound and little things can
be in containers
Obey the put-away rules
Example of a Seiton Checklist
Items Pointers Yes No

Outlining and • Outline passageways
placement marks • Mark clearly where everything goes
• Straight-line, right-angle rule and horizontal-perpendicular
rule for layout
• Create zones
• Colour-coding
Everything should • Name everything
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have a name
A place for • No more homeless items
everything and • Even if someone is just using something temporarily, it
everything in its should be clear where it if
place
Quick • Arrows and lamps
identification • No more helter-skelter storage
• Frequent-use items easiest to get to
Safe storage • Heavy things on the bottom and on dollies
• Benches and ladders
Out-of-stock • Have a reorder note when stocks get down to the reorder
point
Materials and • Designate set places
work-in-progress • Decide how many of what should be there
• First in, first out
• Space set aside for defectives - use colour coding
Small items and • Keep supply boxes only about 80% full and have a clear
consumables line indicating where to stop to avoid overflow and spillage
• Put lids on containers and supply them is sets
Labelling supplies • Designate places
• Indicate how long they are going to be up
• Notices, posters and signs should be aligned along the top
Theme 3:Seiso (Cleaning)

Macro Level:Cleaning everything and dealing with the overall causes
Individual Level:Cleaning specific workplaces and specific pieces of machinery
Micro Level:Cleaning specific parts and tools and the causes of grime are
identified and corrected
Steps To Take
Divide area into zones and allocate responsibility for each zone
a) Decide what has to be cleaned, decide the order, and then do it.
b) Analyse the sources of the problems
c) Revise the way the cleaning is done and the tools used
d) Decide on the rules to be observed to keep things looking the way you want
them to
Example of a Cleaning Inspection Checklist
Category Cleaning Illustration (Pictures)

Equipment If there are parts that get dirty every day, they
should be cleaned every day
In cleaning moving parts, be sure to stop the
equipment before you start cleaning
Moving parts Clean these with clean rags - and never with air
blasts
Air blasts can blow grime onto the surfaces and
create friction. Air hoses can also blow grime into
people’s eyes
Limit switches Clean off grime and dirt
Remember to stop the equipment before you start
cleaning
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Theme 4:Seiketsu (Standardisation)
A repetition of organisation, neatness and cleaning and as a constant
awareness and activity to ensure that the 5S status is maintained.
How to : Visual Management

In conducting visual management, it is important to have clear standards that
everyone can understand. The standards should be visually displayed and
based on visual cues that make it possible to identify the problem when there is
trouble eg shoe patterns on the floor.Standards should be produced with the full
participation of all the people who will actually be using them.
Points to remember in making visual control tools:

1. Make them easy to see from a distance
2. Put the displays on the things they are for
3. Make them so that anyone can tell what is right and what is wrong
4. Make them so that anybody can use them easily and conveniently
5. Make them so that anybody can follow them and make the necessary
corrections easily
6. Make them so that using them makes the workplace brighter and more
orderly
Theme 5:Shitsuke (Discipline)

Steps to take
1. Standardise (systemise) behaviour if you want good results
2. Correct communications and training makes for assured quality
3. Arrange it so that everybody takes part and everybody does something, and
then work on implementation
4. Arrange things so that everybody feels responsible for what he or she does
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Example of Discipline Checklist
Things to do
Factory Office
• Check your own clothing • Check your own clothing

• Check for any leakage or • Check for any leakage or
droppage, and pick up any droppage, and pick up any
parts, work, trash, or parts, work, trash, or
whatever that is on the floor whatever that is on the floor
Three • Wipe the temperature labels, • Straighten your desktop
minute position markings, and other • Check where your desk and
5S activities important places with a rag filing cabinets are and fix
• Wipe up any water, oil or them if they are out of place
whatever that may have
spilled or leaked
• Realign anything that is out
of place
Five minute • Clean up the plates and • Get rid of things you do not
5S activities labels and make sure they need or personal effects in
are clearly legible your desk drawers
• Wipe the main places on the • Check where the filing
machinery with a rag cabinets, bookcases, and
• Make sure all of the bits and other furniture are and fix
tools are where they should them if they are out of place
be
• Get rid of anything that is not
needed there
Ten minute • Wipe the key parts and other • Get rid of anything that you
5S activities places on the machinery with do not need that is on top of
a rag filing cabinets, bookcases,
• Fix any labels that might be and other furniture
coming off • Fix any labels that might be
• Clean the floor coming off
• Get rid of the trash in the • Clean the floor
trash bins • Check to see that the files
• Check the labels, are numbered, in proper
instructions, and oil inlets, order, and all accounted for
and fix anything that is amiss • Check to see how many
pencils, erasers, and other
things you have
If people are following standard operating procedures and if things are the way
they should be, you can reasonably expect that the output will be good. If output
is better when people are not following SOP, you need to change your SOP.
Following these procedures is the individual worker’s responsibility. It is also
possible to draw up an individual responsibility checklist.
Step 10: Inter-department 5S competition

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Team competitions are a useful way to sustain interest. The other aims of the
competitions could be to achieve the following:
1. To motivate employees to “show off” their 5S skills
2. To ensure support and high participation by all levels of staff
3. To build up the 5S spirit and create a conducive 5S work environment
4. To encourage a high standard of 5S practice at the work place
Department A Level 1 Level 2 Level 3 Level 4 Level 5

Seiri 30second put Able to Have clearly Storage places Things put Can access
away and get distinguish designated clearly labelled away for easy and put away
out between places for access in 30 seconds
necessary and everything for better
unnecessary efficiency
Seiton Visual Education 50-70% of 70-99% of All pipes are Have
controls - completed and pipes are pipes are painted and equipment
Showing flow know how painted and painted and labelled map. Regular
directions many are labelled labelled inspections to
needed ensure work is
error-free and
safety is
assured
Seiso Cleaning ( of Have cleaning Cleaning of Cleaning of Cleaning of Able to detect
main plans with lubrication peripheral main problems in the
equipment) delineation of parts and equipment equipment making as well
individual around completed completed as abnormal
responsibilitites equipment noises,
and map completed temperature
levels,
vibrations, etc
The evaluation criteria have to be explained to and accepted by everyone.

Everyone should be able to do a self-evaluation and see where they need more
work. Labels can be designed to illustrate the status of achievement by each
department and to post the results after the evaluation
Annex
This section of the guide provides examples of checklists and forms that can be
helpful when implementing 5S. The diagram below shows the forms that can be
used for each implementation stage.
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Gain & Communicate
Step 1 Top Management’s
Commitment
Form 1a
Advise on the Formation of the
Step 2 5S Committee
Form 1b
Work Team and Ad-Hoc Project
Prepare Action Plan for 5S

Form 2
Step 3 Official Launching &
5S Basic Plan 1 Cycle Schedule
Campaign Months
Organise 5S Launching Form 3

Step 4 Ceremony 5S Launching Ceremony Programme
5S Promotion & Form 4

Step 5 Poster Competition Rules & Regulations of a 5S Poster
Competition
Prepare General Form 5

Step 6 5S Practice Guidelines One-is-Best Guidelines
Form 6
5S Guidelines for the Office
Form 7
Step 7 Designate Model Workplace
Schedule for Monthly 5S Theme
Form 8
5S Monthly Theme Checklist
Form 9
Evaluation Criteria
Companywide Deployment/ Form 10
Step 8 Total Clean-Up Seiton Analysis
Form 11
Seiton Checklist
Form 12
Seiso Inspection Checklist
Form 13
Step 9 Establish Monthly Themes Shitsuke Checklist
Form 14
Individual Responsibility Checklist
Inter-Department Form 15
Step 10 5S Competition 5S Evaluation Criteria
Form 16
5S Evaluation Form
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Example of Recording Formats
Form 1a
DEPARTMENTAL 5S WORK TEAM
Department
Dept/Section Hd
Total No of Staff
Leader
Members Members
1
2
3
4
5
Dept/Section Hd
Signature
Date (As at)
Form 1b
AD-HOC 5S PROJECT
Project Name
Timeframe
Leader
Members/ Members From which Department
Department
1
2
3
4
5
6
Project Leader
Signature
Date (As at)
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Example of a 5S Basic Plan - 1 Cycle
Form 2
5S BASIC PLAN - I CYCLE (ONE YEAR PERIOD)
Company :
Planned Months 1 2 3 4 5 6 7 8 9 10 11 12
Activities
1
2
3
4
5
6
7
8
9
10
11
12
13
14
How to use:
1. To list down all confirmed activities for a one year period
2. To estimate when each of these activities will begin and end
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Example of the 5S Launching Ceremony Programme
Form 3
5S Launching Ceremony Programme
Company :
TIME PROGRAMME/ACTIVITIES PERSON-IN- DURATION

CHARGE (mins)
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Form 4
5S Poster Competition Rules & Regulations
Company :
Theme
Drawing materials
Period of competition
Date of result announcement
Date of prize presentation
Prizes
How to use:
Theme
• What is the objective of the poster competition
• Who is eligible to participate? Individual vs Group participation?
• What is the maximum number of entries per individual or group?
Drawing materials
• Who will supply the materials?
• Where to obtain the materials?
• Is it necessary to provide an example to the staff?
• What are the individual/group particulars required for the competition?
• Who to submit the entries to?
Prizes
• What are the 1st, 2nd, 3rd prizes?
• How many and what is the consolation prize?
• Are there going to be souvenirs for participation effort?
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Form 5
One-is-Best Guidelines
Department :
Time period :
One-is-Best Themes Objective Improvement Areas

1
2
3
4
5
6
7
8
9
10
Dept Hd Signature
Date (as of)
How to use:
1. To list down one-is-best themes by deparment
2. To also state the objective of each of the theme
3. To provide the possible areas of improvement
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Form 6
5S Guidelines for the Office
Department/Section:
Department/Section What is Required

Equipment, Rooms,
Furniture & Fixtures, etc
Equipment
Rooms
Furniture & Fixtures
Etc
How to use:
1. To list down the areas of improvement by categories by sections
2. To list down the improvement / action steps required
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Example of Schedule for Monthly 5S Themes
Form 7
Monthly 5S Themes Schedule
Company :
Monthly Months 1 2 3 4 5 6 7 8 9 10 11 12
Themes
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
How to use:
1. To plot the timeframe for each monthly theme ie when each monthly theme is
to commence
2. To also take into consideration that the earlier themes will have a continuous
improvement timeframe while new themes are being introduced
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Example of 5S Monthly Themes’ Checklist
Form 8
5S Monthly Themes’ Checklist
Company :
Theme Company Overall Checklist

Organisation (Seiri)
Stratification management and
dealing with the causes
Neatness (Seiton)
Functional storage and
eliminating the need to look for
things
Cleaning (Seiso)
Cleaning as inspection and
degrees of cleanliness
Standardisation (Seiketsu)
Visual management and 5S
standardisation
Discipline (Shitsuke)
Habit formation and a
disciplined workplace
How to use:
1. To list down overall company 5S activities by 5S housekeeping steps
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Example of Evaluation Criteria for Organisation/Department
Form 9
Evaluation Criteria for Company/Department
Company/Department :
Category Degree of Need Storage Method

(Frequency of Use)
Low
Average
High
How to use:
1. To categorise the degree of need or frequency of usage by low, average and

high categories
2. To define what is considered low, average and high frequency of usage by

the time factor
3. To list storage method by frequency of usage
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Example of Format for Seiton (Neatness) Analysis
Form 10
Seiton (Neatness) Analysis
Company/Department:
Neatness Time taken Problems Improvement Time taken

activity (before encountered action taken (after
improvement) improvement)
1
2
3
4
5
6
7
8
9
10
How to use:
1. To list down all categories of “neatness” activity
2. To monitor time taken to perform the activity
3. To list down the problems encountered in performing the activity
4. To document all improvement activities taken to reduce (2)
5. To monitor time taken after implementation of improvement activities to

perform the task
27
Example of a Seiton (Neatness) Checklist
Form 11
Seiton (Neatness) Checklist
Company / Department :
Items Pointers Pls

indicate
(X)
Yes No
How to use :
1. To list down generic neatness activity by department or overall company
2. To list down necessary steps to be taken to ensure neatness
3. To monitor whether these steps are observed or not
28
Example of a Seiso (Cleaning) Inspection Checklist
Form 12
Seiso (Cleaning) Inspection Checklist
Company / Department :
Category Cleaning Steps Illustration (Pictures)
How to use:
1. To list down the different categories for cleaning by department
2. To list down what is required and “how to” clean
3. To attach pictures or illustration of how the category of things are to be clean.

The illustration must have clear name indications of parts
29
Example of Shitsuke (Discipline) Checklist
Form 13
Shitsuke (Discipline) Checklist
Company :
Things to do
Factory Office
Three
minute
5S
activities
Five
minute
5S
activities
Ten
minute
5S
activities
How to use:
1. To list down all habit formation activity by timing and areas of work
30
Example of an Individual Responsibility Checklist
Form 14
5S Individual Responsibility Checklist
Name:
Motto : Streamlining for straight-line processes
Results
Items My responsibilities Target Oct Nov Dec Jan
Act as soon as you discover anything amiss
How to use ;
1. To list down responsibility items
2. To list down individual responsibility actions for each item
3. To set targets for each individual responsibility action
4. To monitor results of each individual responsibility action and compare with

target set
31
Form 15
5S Evaluation Criteria
Department :
Items Evaluation Level 1 Level 2 Level 3 Level 4 Level 5

criteria
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
How to use :
1. To list evaluation criteria by 5S housekeeping stages by departments
2. To list a progression of activities to be achieved from the evaluation criteria

listed for each 5S stage
3. To limit the progression of activities to a maximum of 5 levels and a minimum

of 3 levels
32
Example of a 5S Good Housekeeping Inter-Departmental Evaluation Form
Form 16
5S Good Housekeeping Inter-Departmental Evaluation Form
Company :
Evaluation Date :
Evaluator :
Dept Items for Evaluation Total Area(s) for

improvement
Seiri Seiton Seiso Seiketsu Shitsuke
Rating : Maximum 5 points for each factor
Evaluator Signature
How to use :
1. To list down areas of evaluation with reference to Form 15 by department
2. To rate each of the items by department
3. To list down areas for improvement simultaneously while doing the rating for
each department
33
34

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TABLE OF CONTENTS

Overall 5S Good Housekeeping Methodology

Top management’s commitment

Example of Recording Formats

Gain & Communicate

Structure the 5S Committee

Prepare Action Plan for 5S

Step 7 Designate Model Workplace

Steps to take to implement

Step 1 : Gain and communicate top management’s commitment

Identify areas where top management can show/communicate its commitment to

Step 2 : Advise on the formation of the 5S committee

• Establishing the 5S Main Committee

• Defining roles and responsibilities

Example of a 5S Basic Plan - 1 Cycle Schedule

Step 4: Organise 5S launching ceremony

The top management should also demonstrate the company’s commitment to 5S

Step 5 : 5S promotion and poster competition

Rules and regulations

Period of competition 23/11/96 - 23/12/96

All participants will be given a souvenir worth $5 each

Step 6: Prepare general 5S practice guidelines

Alternative 1 : Overall Guidelines

Alternative 2 : Specific Operational Guidelines

The guidelines could also be more specific eg the one-is-best guideline as

Examples of One-Is-Best Guidelines

One-page memos One-hour meetings

Alternative 3 : Work Area Guidelines

Example of 5S Guidelines for the Office

Office machines • Assign ownership to each equipment

Cabinets • Label contents on cabinet doors

Step 7:Designate model workplace

Step 8: Companywide deployment / Total Clean-up

Step 9:Establish monthly theme

A more structured set of monthly campaign themes is to go through the 5 steps

Example of Schedule for Monthly 5S Theme

Example of 5S Monthly Theme Checklist

Theme 1:Seiri (Organisation)

Teach people to recognise what is unnecessary. Where to look (egs)

Quantify and assess

Example of Evaluation Criteria for Organisation

Category Degree of Need (Frequency of Use) Storage Method

• Things only used once in the last 6 - • Store at a distance

Perform management inspection and assessment, and provide pointers on how

Theme 2:Seiton (Neatness)

Example of Format for Neatness Analysis

Work Time Problems

Decide how things should be put away

• Names and locations

• Making it easy to get things out and put them away

Obey the put-away rules

Example of a Seiton Checklist

Items Pointers Yes No

Theme 3:Seiso (Cleaning)

Example of a Cleaning Inspection Checklist

Category Cleaning Illustration (Pictures)

How to : Visual Management

Points to remember in making visual control tools:

Theme 5:Shitsuke (Discipline)

• Check your own clothing • Check your own clothing

Step 10: Inter-department 5S competition

Example of 5S Evaluation Criteria