Kaizen E

5s Radar

5S is the name of a workplace organization methodology that uses a list of five Japanese words w

This decision making process usually comes from a dialog about standardization which builds a c
ownership of the process in each employee.

Another key distinction between 5S and "standardized cleanup" is Seiton. Seiton is often misunde
as "sort" or "straighten"). The key concept here is to order items or activities in a manner to prom
have to repetitively bend to access materials, flow paths can be altered to improve efficiency, etc

The 5S's are:

Phase 1 - Seiri ( ) Sorting: Going through all the tools, materials, etc., in the plant and wor
process to get rid of any unnecessary tools and equipment items from the workplace area. Every
efficiency through workplace design.

Phase 2 - Seiton ( ) Straighten or Set in Order: Focuses on efficiency. When we translat

intent is to arrange the tools, equipment and parts in a manner that promotes work flow. For exam
flow path), and the process should be set in an order that maximizes efficiency. For every thing th
of place.) This process focuses on organizing work areas for maximum efficiency by organizing to
instance, all tools & equipment should be located as close as possible to where they'll be needed
at the end of a machine, that's where it should be located.

Phase 3 - Seis ( ) Sweeping or Shining or Cleanliness: Systematic Cleaning or the nee

cleaned up and everything is restored to its place. This makes it easy to know what goes where a
maintaining cleanliness should be part of the daily work - not an occasional activity initiated when
approach to ensure a clean & tidy workplace and tip top machines. When every shift ends, work
This should be carried out every day, rather than become an ad-hoc activity that's introduced wh
machinery and retaining it close to its original condition when it was bought, its efficiency and qu
less unproductive downtime and will produce quality levels which are very close to new machiner

Phase 4 - Seiketsu ( ) Standardizing: Standardized work practices or operating in a consi

are to keep above 3S's. This requires that work practices are followed in a uniform and consistent
conditions slowly deteriorate. The Standardize part of the 5s' addresses this issue. It's better d
machine needs to be maintained, there should be a system (typically checklists and documented
where.

Phase 5 - Shitsuke ( ) Sustaining the discipline: Refers to maintaining and reviewing stan
operate. Maintain the focus on this new way of operating, and do not allow a gradual decline back
improvement, a new way of working, a new tool or a new output requirement, then a review of th
more difficult S to accomplish. Years of experience showed that the other 4S' were not always fol
prevent anyone slipping back into their previous habits and ways of working. One method to sus
system isn't punitive. The 5S system relies on staff involvement and commitment at every levels,
arise form the audit.

A sixth phase, "Safety," ( ) is sometimes added. Purists, however, argue that adding it i
however a poorly conceived and designed 5S process can result in increases in workplace hazard
standards are adequately followed.

A good 5S implementation has several advantages. The company's assets are kept in good work
bought. Maintenance costs are less because deterioration is identified quickly. Set-up times redu
improves due to improved working environments. Some senior management feel that staff won't
implement and will happily sustain the 5S system. Staffs prefer an organized, safe and clean wor

A sixth phase, "Safety," ( ) is sometimes added. Purists, however, argue that adding it i
however a poorly conceived and designed 5S process can result in increases in workplace hazard
standards are adequately followed.

A good 5S implementation has several advantages. The company's assets are kept in good work
bought. Maintenance costs are less because deterioration is identified quickly. Set-up times redu
improves due to improved working environments. Some senior management feel that staff won't
implement and will happily sustain the 5S system. Staffs prefer an organized, safe and clean wor

There will have to be continuous education about maintaining standards. When there are change
rulesit is essential to make changes in the standards and provide training. Companies embracin
standards.

Kaizen Event
5s Radar Chart

t of five Japanese words which, and translated into English, start with the letter S.

rdization which builds a clear understanding, between employees, of how work should be done. It also instill

n. Seiton is often misunderstood, perhaps due to efforts to translate into an English word beginning with "S"
vities in a manner to promote work flow. For example, tools should be kept at the point of use, workers shoul
to improve efficiency, etc.

, etc., in the plant and work area and keeping only essential items. Everything else is stored or discarded. Th
he workplace area. Everything else is either discarded or stored. This step is crucial to achieving greater

fficiency. When we translate this to "Straighten or Set in Order", it sounds like more sorting or sweeping, but t
motes work flow. For example, tools and equipment should be kept where they will be used (i.e. straighten t
fficiency. For every thing there should be a place and every thing should be in its place. (Demarcation and lab
efficiency by organizing tools & equipment to promote optimum work flows through minimizing movement. F
o where they'll be needed and processes designed to maximize efficiency. For example, if a tool is only to be

matic Cleaning or the need to keep the workplace clean as well as neat. At the end of each shift, the work ar
know what goes where and have confidence that everything is where it should be. The key point is that
onal activity initiated when things get too messy. This method relates to maintaining a disciplined, systemati
en every shift ends, work areas are tidied and tools and equipment are returned to their designated locations
ivity that's introduced when things become disorganized. This principle also suggests that by regularly clean
ught, its efficiency and quality will not be greatly affected. Machinery that's retained in good condition exper
ery close to new machinery.

ces or operating in a consistent and standardized fashion. Everyone knows exactly what his or her responsibi
a uniform and consistent manner. Many companies have followed the first three Ss many times, only to evid
ses this issue. It's better described as the what, when, whom, where of 5S. For instance, when a specific
hecklists and documented instructions) that details what needs to be done, when it must be done, by whom a

aining and reviewing standards. Once the previous 4S's have been established, they become the new way to
ow a gradual decline back to the old ways of operating. However, when an issue arises such as a suggested
ement, then a review of the first 4S's is appropriate. The process of sustaining the system is considered to be
er 4S' were not always followed. Maintaining a strong focus on this innovative method of working is essentia
king. One method to sustain the system is to carry out regular audits, although care must be taken to avoid
mmitment at every levels, and an audit that punishes people will potentially destroy any good work that shou

ver, argue that adding it is unnecessary since following 5S correctly will result in a safe work environment. O
eases in workplace hazard when employees attempt to maintain cleanliness at the expense of ensuring that s

sets are kept in good working order. Quality is maintained to levels similar to when plant and equipment was
quickly. Set-up times reduce due to better organization and perhaps the greatest benefit is that staff morale
ement feel that staff won't sustain clean and tidy environments. However, in my experience, most employee
anized, safe and clean workplace with a 5S culture, rather than a dirty, disorganized one

ver, argue that adding it is unnecessary since following 5S correctly will result in a safe work environment. O
eases in workplace hazard when employees attempt to maintain cleanliness at the expense of ensuring that s

sets are kept in good working order. Quality is maintained to levels similar to when plant and equipment was
quickly. Set-up times reduce due to better organization and perhaps the greatest benefit is that staff morale
ement feel that staff won't sustain clean and tidy environments. However, in my experience, most employee
anized, safe and clean workplace with a 5S culture, rather than a dirty, disorganized one

s. When there are changes that will affect the 5S programsuch as new equipment, new products or new wo
ning. Companies embracing 5S often use posters and signs as a way of educating employees and maintainin

ould be done. It also instills

h word beginning with "S" (such

oint of use, workers should not

is stored or discarded. This is a

al to achieving greater

sorting or sweeping, but the

be used (i.e. straighten the
ace. (Demarcation and labeling
minimizing movement. For
mple, if a tool is only to be used

d of each shift, the work area is

The key point is that
g a disciplined, systematic
their designated locations.
ests that by regularly cleaning
d in good condition experience

what his or her responsibilities

s many times, only to evidence
stance, when a specific
must be done, by whom and

y become the new way to

rises such as a suggested
ystem is considered to be the
hod of working is essential to
re must be taken to avoid a
y any good work that should

safe work environment. Often,

expense of ensuring that safety

plant and equipment was first

enefit is that staff morale
xperience, most employees will
d one

safe work environment. Often,

expense of ensuring that safety

plant and equipment was first

enefit is that staff morale
xperience, most employees will
d one

t, new products or new work

mployees and maintaining

Kaizen Event 5s R
Summary Scor
Summary Audit Score:
Section
Sub-total Score

A
20

B
20

C
20

D
20

E
20

Section A: Sort
20

15

10

Section E: Sustain
5

Section D: Standardize

Area:
Auditor(s):
Date:

Section C

n Event 5s Radar Chart

ummary Score Chart

ection A: Sort
20

15

10

Section B: Set in Order

Section C: Shine

Maximum Score for each section is 20.

Goal is to score highest points possible in each section.
Try to complete the chart . all in yellow !