Prepared by :

Lean Office TEAM

November 19, 2009
By : SHJ /ER
 Section 1
UNDERSTAND THE 5S
Section 1. 5S History

The 5S Basic Philosophy

• Remove unnecessary Items
• Arrange necessary items orderly
• Keep the necessary items cleanly
• Make a rule of arrangement
• Obeying the rule
Section 1. 5S History

The Goal of 5S
• Better Life
• Better Future
• Better Society
• Better Quality
 Section 2

SPIRIT OF 5S
Section 2. Spirit of 5S

Spirit of 5S
• Safety (Anzen Daiichi)
• Basic Skills
• Total Participation
• Factual Approach (Gemba Gembutsu)
• Visual Control (Me de Muri Kanri)
• Waste Reduction (Muri, Mura, Muda)
Section 2. Spirit of 5S

Safety
• Safety First !
• People shall thinking safety before starting the
work
• Every time talking 5S is talking safety!
• Dirty is dangerous
Section 2. Spirit of 5S

5S as a Basic Skills
• 5S learn how to stratification, a basic skills for doing analysis.
• 5S promote for makes decision, a basic skills for a leader
• 5S learn how to share responsibility and authority as a team
• 5S learn how to standardize and documenting the jobs, a
basic skill for quality management system
• 5S learn how to obey the rule, a basic skill for human being
Section 2. Spirit of 5S

5S as a Total Management
• 5S is every one activities, no matter he is a
director or a worker
• Every body shall have clear responsibility for 5S
Section 2. Spirit of 5S

Factual Approach
• Gemba (Site)
• Gembutsu (Actual Condition).
• Genshou (meeting and decide)
Section 2. Spirit of 5S

Visual Control
• Objective
– Lets make all rule easy to check/control
– Lets make all rule easy to obey
– Lets make all rule easy to understand
Section 2. Spirit of 5S

Waste Elimination
• Muri (Forcefull)
• Mura (Unballance)
• Muda (Waste)
 Section 3

5S TERMINOLOGY
Section 3. 5S Terminology

SEIRI
• Stratification Management
– Inventory all things (tools, equipment, product, documents)
– Criteria of tools, equipment, document, material etc
– Priority or degree of importance
– Method for placement and removing
• Systematical Cleaning
– Remove unnecessary things
• Find a cause of chronic problem and solve
– 5W (why, why, why, why,why)
Section 3. Seiton

SEITON
• Functional placement
– Name and location for every things, and identification
– Method for placement
• Ergonomic
• Safety (to people and things itself)
• FIFO (See Kanban Method Sample)
• Min -Max
• Once See, Once Understand the condition
– Controller man (supervisor)
• Check the method
– Easy to see, to take out, to return ?
– Easy to understand ?
Section 3. Kanban Method Sample (FIFO)

Idea : Using kanban system for HDW

Before After

Eliminated Quality risk

Reduce wasting time
Created space
Reduce over process
Reduce inventory
More organized and better house keeping
Section 3. Sample for Seiton (Placement Technique)

Idea : Re organized a trolley mechanic’s

Before After

Visual control
Reduce wasting time
Reduce motion
Reduce over process
Section 3. Sample for Seiton (Placement Technique)
Section 3. Sample for Seiton (Placement Technique)
Section 3. SEISO

SEISO
• Campaign
– Objective campaign
– Determine responsibility Area
• Cleaning as checking
– Determine level of cleanness
– Determine easy checking method
– Finding a small problem through checking
– Self Check by operator
Section 3. SEIKETSU

SEIKETSU
• Makes a rule
• Visual Control
– Graph
– Equipment and tools
• Mistake Proofing
– Mechatronic device
Section 3. Semple of Rule

The Rule
• Safety Rules
• Organizing Rules
• Cleaning Rules
• Sign System
Section 3. SEIKETSU (Visual Control)

The Visual Control

• Each color has a meaning
• Each attribute has a meaning
• Each borderline has a meaning
Section 3. SIEKETSU

The Graph
• Skill Matrix
• Absence graph
• Suggestion
• QCDSM
5
• Plan Of Action 3
4

2
• SPC Graph 1
Bar graph
Section 3. SIEKETSU

SHITSUKE
• Self Discipline
• Program
– 5S on 3 Minutes
– Audit
• Small Group Activities (additional)
– Communication and feed back
– Suggestion system
– QCC
Section 3. 5S Audit Method

Audit method
• 5S Audit Cycle
– Prepare Check List
– Prepare Team and schedule
– Audit at site
– Finding is labeled by red post it and put in the finding
list
– Solving the finding
Section 3. 5S Audit Method

Audit Method
• Schedule for audit
• Check List
– Prepare the check list
• Plan lay out
– Start point and end point
Section 3. Audit Result & Reporting

Audit Result & Reporting

• Audit Result
– Discuss the finding
– Make the recommendation
• Audit Reporting
– Report the recommendation
Section 3. 5S Activity Model

5S Activity Model
All Participation! Safety First !

Sort and discard

Systematically Standardize
Arrange Make Visual
Control for
easy check !
Spick and span

Go to Gemba and
Eliminate Waste! See Gembutsu
Attachment… 5S - KAIZEN
Glue Evolution
Big bucket

Mid. bucket
Small. bucket
Big bucket

To Be
Continuous 7
....!!!
Bottle

Kanban
Attachment… Works Instruction of Glue

1 7
1 Open the Drum
 Filled Bottle
(Blue area)

 Empty Bottle
2 (yellow area)
Insert Hose
2
into bottle
7 Kanban system

 Operator who has responsibility in

Glue area will fill up the bottle with glue
and put in Blue area (filled bottle)
3  Operator (Box) will put empty bottle in
yellow area (empty bottle). and take
filled bottle from Blue area.
3 Open Air pressure And bring it to the line process.

4 5 5 6 Join between
Nozzle &
Pour glue bottle
4 Open Glue valve into the bottle
Attachment…
Application by Operators
Location of point of use

1 Take the Glue 2 Attach in box

 Benefit :
 Saving more Glue
 More Organized &
Maintenance to Nozzle easier process
 Clean

1 Open the Nozzle and 2 Cleaning hole of Nozzle 3 Soaking Nozzle in H2O for 2Hr
supporting part (using needle)
Attachment…
5S - KAIZEN
Garbage Can Evolution

Drum
Drum w/o window
Carton box

To Be
Continuous
....!!!
Drum with window

Drum with support and cleaning facility

Attachment…
5S - KAIZEN
No
Machine Evolution

Yes

To Be
Continuous Horizontal trays no
....!!! ergonomics, low productivity

Verticals tray more ergonomic

 Section 4

5S Auditing & Reporting

Internal Auditing
by Suhardjo
5S evaluation method
Section 4.
 To provide the Auditors with the fundamental elements of the audit
Objectives : process
 Outline the process/steps of conducting an audits and details the
purpose of each step.

“The purpose of auditing : ”

 to understand the current state of the area being audited.

Fundamental Rules of Auditing :

 Auditing is a function of management.
 Auditor are qualified to perform their tasks.
 Measurements are taken against defined standards or requirements.
 Conclusions are based on facts.
 Audit reports focus on control systems.
Section 4.
5S Evaluation Method
• Understand the 5S level (culture ) of the organization roughly
o Learn How to see
o Share Finding
o Approach that is used
• Take detail picture
• Understand the 5S level in detail :
o Identify plus point
o Identify minus point
o Identify improvement opportunity for next level
• Evaluate checkpoint’s score evaluation
• Determine the score for each entry on check point
• Determine the 5S level
• Teach / Coach while we do the Audit
• Recommendation through :
o Show & tell
o Show & Discover
o Give constructive feedback
Section 4.
ENERGIZER 5S STANDARDS
1S Seiri The organization has only removed
unnecessary clutters from the process.
The organization has only tidied up necessary
2S Seiton things, without standardization and there is
no benefit (cosmetic ).
The organization has keeping cleaned
3S Seiso necessary items for certain period
inconsistently ( On & Off ).

4S Seiketsu The organization has standardized processes

and the people follows them.
The organization shows discipline in following
5S Shitsuke the standard and they continuously
Improve.
Section 4.
Collect Detail Information from Observation
• Gemba, gembutsu, genshou
– Be on site !! Be at Gemba!!
– Observe in Detail….Analyze the observation… and make some
conclusions, from them.
– Be Precise on your comments/ finding .
– Use your finger to point out the objects.
– Document (Notes + Picture+ Recording) your finding.
– Every picture shall have 5 reason why to take.
– Ask yourself the reason why it is in this way… think as if you
were the person doing it.
Section 4.

“Evaluate the score “

• Refer to Check Point guidance.
• Put the score base on its implementation level (1 to 5 )
• Add Remarks relevant to the point given.
• Use Actual Evidence.
Section 4.
Score level
There is no system implemented at all Give this mark if you see no
0 implementation
(No started, no Action related to 5S)
System is implemented at minimum level. People says we are so busy, we
just only…
1
(Indications of desire to start doing physical small improvement by ” Sorting”
Only)

2 Sorting & set in order are clearly defined in the work station

Sorting previous set in order & shining – clearly implemented at the work
3
place

4 All 3S is fully implemented and there is some of standardization implication

System is implemented at advanced condition. Idea is original, very helpful

on
5
5S implementation. Total implementation is noticed and without objection
(All 4S is clearly implemented why no Doubt!)
Section 4.

Implementation of Score and Visual

Observation
A. In the score given to an area on average proportional to the
relevant observation obtained.
B. Adjust / use judgment ! To make the score valuable
and Representative as a whole. It is okay to change it , if the
visual evidence supports it
Section 4. Template of Check sheet

Check List Audit

5S
Internal Reporting Audit

Audit

Follow up Audit
...Check List Audit 5S

Auditor Approval Auditor Approval

5S Evaluation Sheet 5S Evaluation Sheet
Company PT. Energizer Indonesia Company PT. Energizer Indonesia
Department : Station : Sign Department : Station : Sign
Period : Date : Period : Date :
Last Month Score : This Month Score : Last Month Score : This Month Score :

Scored Scored
0 1 2 3 4 5 0 1 2 3 4 5
None Worse Avarage Best
5S Check items Criteria of evaluation
None Worse Avarage Best
Score 5S Check items Criteria of evaluation Score
: Audit Result
: Previous audit result
(1) there is a rule for everything in the workplace
(1) All needed items for work is available and clearly : Audit
Previous
Result
audit result
identified (2) Rules are easy to obey and you can get
(2) A system is currently in place for evaluating and Rule commitment from everyone

Stratification dealing with unnecessary items. (ex red-tag / (3) Rules made are easy to control through
disposal methods) visualization (color / symbols)
(1) Control / Operational / Functional points on things
(3) Unnecessary items are removed from the work
are easily indicative of the current state of
area.
equipment,
(2) All WIP,on
control points Raw Materialsindicate that
equipment
(1) A system is in place visually to determine the equipment is under normal operating conditions.
necessary quantity for better control of operation. There is no need to ask and second guess.
Determine (2) Necessary items are ergomonically located Visual Control (3) Color, symbols, patterns ...etc are frequently use
Degree of in worfplace as a method of visual control.
(3) Placement of necessary items have been well
Importance thought-off and do not cause an obstruction to (4) Once you see a visual control, you are able to
the flow
(4) Items areofclassified
area by frequency of usage understand the condition
Seiri

(5) When unfavourable conditioins occur, it is easy to

(1) Area looks tidy and orderly
Remove control and adjust
(2) Generally the area has more space than before (1) Factual approach is the method used for
unnecessary items the implementation of 5S Genshou improvement
(1) Pokayoke method is used to mistake proof the
(1) Indication and elimination of oil leaks in machine Mistake Proofing workplace
(2) Indication and elimination of dust / dirct from (1) Heavy work relating to lifting, placing and highly
equipment intensive areas have been eliminated

Seiketsu
Remove root (3) Indication and elimination of air leaks from
(2) Unbalanced work between equipment /
cause of equipment and overhead piping
Waste Elimination manpower utilisation are continously reviewed

contamination (5S Basic Level) and eliminated

(3) Non -value added activities are constantly
(4) Indication and elimination of over-greasing of observed at Gemba and eliminated.
equipment
(4) Indication and elimination of over-greasing of
(5) Asking operators 5 Whys determine their level of equipment
understanding of the Seiri pillar of 5S (1) SMED is used in determining the
(1) Needed items are easy to see and identify optimum sequence of changeover
Waste Elimination (2) Machine stops frequently due to small
(2) Needed items are arranged so that they are easy (TPM Level) adjustments or repair
to use by operational users.
Gemba (3) Rejects / Rework due to unstable running condition
(3) Ergonomic is a factor where needed items are
Gembutsu arranged and positioned (1) Waiting : Huge amount of waiting for another
(4) There is a position for everything that you saw. process and waiting for material
There is a home for everything. (2) Over Processing : Additional processing jobs
Seiton

implemented in order to inspect

(1) Area is easy for anyone to find and use items
(3) Rework :Too much rework or re-inspect
(2) When items are missing or not available, it is very
obvious that they are not there
Waste Elimination (4) Motion : Too much unnecessary movement. eg
(Lean Level) Fork lifts moving back and forth carrying no load
(3) It is obvious that items are not in their correct
(5) Over Production :No pull system, too much
place
Easy To control (4) Raw materials are adhering to FIFO. The system
production, Huge inventory of WIP
(6) Inventory : Unreasonable inventory quantity
is set up in FIFO so that no one can accidentally
(7) Conveyance :Too many long conveyors / long
make a mistake
movement of products
(5) Min and max quantity are clearly identifiable for
(1) Everyone has the self-discipline to obey the rules
evevrything in the target area. Self Discipline of 5S.
(1) Teamwork is obviuos between shifts. Everyone (1) There is a constant thought process of making
knows what to do for Seiri and Seiton things better. Each and everyone has the notion
Team Work of asking 5 Whys. There is a continous effort in
(2) There is involvement by everyone in the facility. making things better more more than 1 time.
Shitsuke
Everyone understands why they are doing 5S.
(2) There is effort and evidence in the reduction of
Cleaning Area (1) The area is always tidy even during work. waste in the (Basic, TPM and Lean) level as
described in Seiketsu
(1) Materials are available on boards on 5S.
Kaizen Approach (3) There is a certain level of audit to feedback
Seiso

(2) Strong and visible support of 5S which

on improvement
emphasizes continous improvement
Campaign (3) You can train someone on the floor and not (4) There is reduction in opertaing cost through
necessarily in a classroom environment with the improvement of the way things are done today.
materials displayed (5) 5S is recognised as waste reduction and a way
of life in the mind of people. Any waste is not to
(1) Everyone in the facility understands waste. In
be taken for granted but agressively eliminated,
Understanding order to do this, one needs to interview and talk
to folks on the floor to gauge level of
Waste understanding
18
Total Score point
...attachment Internal 5S Audit _July.07 Result

Internal Audit Result by LOT (Every 3rd W of the month)

Manufacturing Area Others Area
D MJ
Score Target Outside
Score Target
Building

Packing AA MJ
Canteen &
WH
Locker
-
2
1
4 E
0 +
2

Component C MJ MTC Office 1

(1st Floor Building)

Office 2 (2nd t Floor Building)

AA PJ

Outside Canteen
Items DMJ AAMJ CMJ AAPJ Comp Pack Items Off 1 Off 2 TS WH
build’g & Locker
Score 3.70 3.67 3.73 3.78 3.60 3.81
Score 3.55 3.45 3.03 3.06 3.80 3.93
FY ’06 FY ’06
4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0 4.0
Target Target

Actual AVG : 3.72

Actual AVG : 3.56
Target : 4.0
Target : 4.0
...Follow Up Audit 5S

Form Follow Up 5S Audit

Due
Level Deviation PIC
Date
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Break Area Group & Mentoring…

Area Participant Mentor

Metal Press Bernard Tham Suhardjo / Prayoga

PLM D MJ Goh Hock Seng Edi R. / Haryono

Packing BP Thaicong Zukifli Sitam Trenggono / Agus S

Thank You