Super 5 S

A Nation Grows with Improved Productivity
ding
Sprea ide
w
World
SUPER 5S
IS FOR EVERYONE
Revised 1998 - 07 Presented by Kazuo Tsuchiya
This textbook consists of five major parts and appendices:

Part 1: Kaizen versus Innovation
Part 2: Understanding the Philosophy and Power of Super 5S
Part 3: Step by Step Implementation of Super 5S
Part 4: How to Audit and Guide Super 5S Activities
Part 5: A Collection of Photographs Illustrating Super 5S Practices
Appendices: Practical Charts and Tables
When using this textbook for in-house training, a company should not
implement all contents uniformly. It is preferable to sort potential
participants such as top executives, managers, program facilitators, auditors,
supervisors, group leaders, general staff and so on before designing and
implementing training programs which focus on the trainees. Usually, I
combine each element as follows:
Level of participants Focus of training program
Top executives - Parts 1, 2 and 5
Managers, program facilitators and auditors - All parts
Supervisors and group leaders - Parts 2, 3, 4 and 5
General staff - Some of Parts 2, 3 and 5
1
PART 1 KAIZEN
?
Kaizen
versus
Innovation
The Structure of Part 1:

Productivity Improvement is for Everyone
Features of Kaizen and Innovation
Kaizen
Innovation
Kaizen plus Innovation
Various Kaizen Programs Integrated into the Workplace
Overlapping Areas between Kaizen Programs
A Suggested Sequence of Implementing Kaizen Programs
What is 5S?
Transferability of 5S to Companies Outside of Japan
2
Productivity Improvement is for Everyone
There are two contrasting approaches to improving productivity in
companies:
1. the gradualist approach - Kaizen
2. the great-leap approach - Innovation
Kaizen means improvement. Moreover, it means continuing
improvement in one s personal life, home life and working life. When
applied to the workplace, Kaizen means continuing improvement that
involves everyone - managers and workers alike.
Japanese companies generally favor the gradualist approach and
Western companies the great-leap approach. Innovation is dramatic, a
real attention-getter. Kaizen, on the other hand, is often undramatic and
incremental.
In fact, every Japanese company concentrates on Kaizen or an
employee involvement program, because it is within the control of
every manager and supervisor. It is less expensive than capital
investment (innovation). It enhances the quality of work life; it
recognizes participative management; it improves quality of products
and services; it reduces costs of operation, etc.
Western management worships at the altar of innovation. This innovation is

seen through technological breakthroughs, or the introduction of the latest
management concepts or production techniques. Innovation is dramatic, a
real attention-getter. Kaizen, on the other hand, is often undramatic and
subtle, and its results are seldom immediately visible. While Kaizen is a
continuous process, innovation is generally a one-shot phenomenon.
3
Features of Kaizen and Innovation
Focus Kaizen Innovation
Effect Long-term but undramatic Short-term but dramatic
Pace Small steps Big steps
Timeframe Continuous and incremental Intermittent
Change Gradual and constant Abrupt and volatile
Approach Group efforts Individual ideas and efforts
Involvement Everybody Selected few
Mode Maintenance and improvement Scrap and build
Know-how Conventional know-how Technological breakthrough
Requirement Little investment Large investment
Orientation People Technology
Evaluation Process and efforts Results for profits
The above table compares the main features of Kaizen and of innovation.
One of the beautiful things about Kaizen is that it does not necessarily
require sophisticated techniques or state-of-the- art technology. To
implement Kaizen, you need only simple, conventional techniques such as
the seven tools of quality control (Pareto diagrams, cause-and-effect
diagrams, histograms, control charts, scatter diagrams, graphs, and check
sheets). Often common sense is all that is needed. On the other hand,
innovation usually requires highly sophisticated technology, as well as a
huge investment.
Kaizen is like a hotbed that nurtures small and ongoing changes, while
innovation is like magna that appears in abrupt eruptions from time to time.
One big difference between Kaizen and innovation is that while Kaizen
does not necessarily call for a large investment to implement it, it does call
for a great deal of continuous effort and commitment.
4
KAIZEN
INCREMENTAL BUT CONTINUOUS PROGRESS
The difference between the two opposing concepts of Kaizen and

innovation may thus be linked to that of a staircase and slope. The
innovation strategy is supposed to bring about progress in a staircase
progression. On the other hand, the Kaizen strategy brings about gradual
progress.
From Aesop s Fables

THE HARE AND THE TORTOISE
The Hare was always boasting about his speed and making fun of a
Tortoise because he was so slow. One day the Tortoise challenged the
Hare to a race. You may laugh at me, he said, but I know that I could
beat you if we ran a race. The Hare was greatly amused at the idea of
racing with a Tortoise, and so accepted the challenge. A course was set,
and although the two started off together, the Hare quickly outran the
Tortoise. He was so far ahead, in fact, that he decided to just lie right
down and take a little nap. But the Hare overslept, and when he dashed to
the finish line, there was the Tortoise. He had been plodding steadily
forward all along, and had already won.
Slow and steady wins the race.
5
INNOVATION DRAMATIC BUT
INTERMITTENT
PROGRESS
THE IDEAL
ACTU
ALITY
HIGHER STANDARD ACHIEVED THROUGH INNOVATION IS

SUBJECT TO DETERIORATION UNLESS CONTINUING EFFORTS
ARE MADE FIRST TO MAINTAIN IT AND THEN TO IMPROVE IT
The actual progress achieved through innovation will generally follow the
pattern shown in the picture above if it lacks the Kaizen strategy to go along
with it. This happens because a system, once it has been installed as a result
of new innovation, is subject to steady deterioration unless continuing
efforts are made first to maintain it and and then to improve it.
In reality, there can be no such thing as a static constant. All systems are
destined to deteriorate once they have been established. One of Parkinson s
famous laws is that an organization, once it has built its edifice, begins its
decline. In other words, there must be a continuing effort for improvement
to even maintain the status quo.
When such effort is lacking, decline is inevitable. Therefore, even when an
innovation makes a revolutionary standard of performance attainable, the
new performance level will decline unless the standard is constantly
challenged and upgraded. Thus, whenever an innovation is achieved, it must
be followed by a series of Kaizen efforts to maintain and improve it.
6
KAIZEN PLUS INNOVATION
DESIRABLE PROGRESS BY
COMBINATION OF TWO
OPPOSING APPROACHES
MAINTENANCE
INNOVATION
RD
NEW STANDA
KAIZEN
MAINTENANCE
INNOVATION
Whereas innovation is a one-shot deal whose effects are gradually eroded by

intense competition and deteriorating standards, Kaizen is an ongoing effort
with cumulative effects marking a steady rise as the years go by. If
standards exist only in order to maintain the status quo, they will not be
challenged so long as that level of performance is acceptable. Kaizen, on the
other hand, means a constant effort not only to maintain but also to upgrade
standards. Kaizen strategists believe that standards are by nature tentative,
akin to stepping stones, with one standard leading to another as continuing
efforts of improvement are made.
7
Various Kaizen Programs
Integrated into the Workplace
5S Seiri, Seiton, Seiso, Seiketsu, Shitsuke
KSS Kaizen Suggestion System
QCC QC Circle
TQC Total Quality Control
TPM Total Productive Maintenance
JIT Just-In-Time Production
5S: 5S is an acronym for five Japanese words that are Seiri, Seiton, Seiso, Seiketsu and
Shitsuke. This Kaizen program is the focus of this presentation.
KSS: Kaizen Suggestion System emphasizes morale-boosting benefits and positive
employee participation over the economic and financial incentives that are stressed in
American-style systems. The dimension of the Japanese Kaizen suggestion system is
illustrated by the number of suggestions submitted annually. In 1990, the number of
suggestions submitted per eligible was 32 in Japan and 0.11 in America.
QCC: The Quality Control Circle is a small group that voluntarily performs quality control
activities within the workplace, carrying out the work continuously as part of a company-
wide program of quality control, self-development, mutual education, and Kaizen
(improvement) within the workplace.
TQC: Total Quality Control is a set of organized Kaizen activities involving everyone in a
company - managers and workers - in a totally integrated effort toward improving
performance on all levels. It is assumed that these activities will ultimately lead to increased
customer satisfaction.
TPM: Total Productive Maintenance aims at maximizing equipment effectiveness
throughout its lifespan. TPM involves everyone in all departments and at all levels. It
motivates people for plant maintenance through small-group and voluntary activities, and
involves such basic elements as developing a maintenance system, education in basic
housekeeping, problem-solving skills, and activities to achieve zero breakdown.
JIT: Just-In-Time is a production and inventory control technique that is part of the Toyota
production system. It was designed and perfected at Toyota by Taiichi Ohno specifically to
cut down on waste during production.
8
Overlapping Areas
between
Kaizen Programs
TPM
TQC
JIT
Toward Excellence
QCC
5S KSS
PARTICIPATIVE MANAGEMENT
COMMON
ASPECTS
OF
Incremental but
continuous progress People-oriented
Little investment
but
Process-oriented Group efforts
Great efforts
Educational
and
Conventional KAIZEN
know-how Morale boosting
PROGRAMS
9
A Suggested Sequence of
Implementing Kaizen Programs
TPM
TPM
TQC
TQC JI
JIT
JIT
QCC
QCC
KSS
5S
Start
Start Here
Here
Why implement 5S first?

Reasons are:
Implementation is comparatively easier for beginners of Kaizen programs.
Everyone likes a clean and organized workplace.
Results (fruits of efforts) are visible to everyone.
More space will be created.
Searching time will be reduced.
Reaching distance will be shortened.
The lifespan of machines and equipment will be extended.
The workplace will be a healthy and safe place for people to work in.
Errors will take place less often.
Everyone will be automatically disciplined.
Investment for the program is very little.
Appreciation comes from customers.
By doing things better everyone becomes creative.
Organization s image improves.
Everyone becomes proud of his workplace.
Overall performance of the organization increases.
The environment for a Super 5S program will be established.
10
What is 5S?
l 5S is the beginning of a healthy, comfortable and productive life for
everyone at work. This is fundamental to productivity improvement.
l When implemented successfully in a company, 5S will bring about
amazing changes. For example, all unnecessary items are removed
from the workplace, only necessary items are conveniently located
near users, and machines and equipment become clean and shiny.
l 5S is an acronym for five Japanese words that are Seiri, Seiton,
Seiso, Seiketsu and Shitsuke.
l The driving force for a 5S program comes from people. In this
respect, Shitsuke is critical to its success.
l Shitsuke is to train people accordingly so that they will follow good
habit.
l After the spirit and practice of a good 5S is installed as a platform, a
company can then develop and implement a Super 5S program which
requires a higher level of creativeness and Kaizen approaches.
l Super 5S is for Everyone presents the know-how of 5S techniques
plus useful Kaizen illustrations. Therefore, I believe this textbook will
serve as a good manual for managers and Kaizen Engineers.
You ll know all about it

very soon.
What is 5S,
Sensei?
11
Transferability of 5S to Companies Outside of Japan
l It was in 1986 when I first introduced 5S to companies in Singapore.
Since then, increasing number of companies there are implementing
5S activities successfully. In recent years, I did the same in many
other countries including Malaysia, Thailand, Korea, China, India, Sri
Lanka, Russia, Hungary, Poland, Bulgaria, Columbia, Uruguay,
Brazil, Costa Rica, and Mexico. Responses in those countries are
very positive, and many other companies would like to implement
5S.
l 5S is a very popular productivity improvement program in Japan
today, and is becoming popular in many other countries for the
following solid reasons:
l The workplace becomes clean and better organized.
l Results are visible to everyone - insiders and outsiders.
l Visible results enhance the generation of more, and new ideas.
l People are naturally disciplined.
l Operations on the shop-floor and office become easier and safer.
l People become proud of their clean and organized workplace.
l As a result the company s good image generates more business.
In excellent Japanese companies, management is making efforts to develop,

introduce and practice various kinds of human resource development
involving employees. It is undisputed that the results of these efforts
contribute greatly to increased international competitiveness.
On the basis of my successful experience of introducing and directing
company-wide participation of Super 5S programs at non-Japanese
companies, I propose to review 5S activities in Japanese companies.
To effectively implement a 5S program and obtain real results, it is not only
necessary to mentally understand but it must also be put into practice. Thus,
5S leaders and facilitators themselves must practice 5S and set examples for
participants in order to succeed. Barefoot cobblers are not acceptable.
Furthermore, understanding and continuous support from executives is the
key to success when introducing 5S. In this respect, I advocate the
philosophy of human resource development and employee participation as a
preparatory stage in transferring 5S technology outside of Japan. Then
managers and companies which are strongly sympathetic to this philosophy
should be encouraged. To introduce this participatory productivity
improvement program, I prepared the book Productivity Improvement is
for Everyone.
This English language textbook is used at open seminars for top managers.
It introduces various participatory programs for improving productivity that
are being promoted in excellent Japanese companies, and explains each
program with regard to objectives, inter-relationships, degree of difficulty in
introducing the program, recommended introduction procedures and so on.
12
PART 2 5S
?
Understanding
the Philosophy
and Power of
SUPER 5S
Super 5S is a Company-wide Participation Program for Kaizen
Super 5S Contributes to Each Element of PQCDSM
Four Major Objectives of a Super 5S program
Super 5S is Becoming Popular for Seven Solid Reasons
Super 5S Can Expect Participation from More People for Four Reasons
The Origin of the Term 5S
The Definition of Seiri
The Definition of Seiton
The Definition of Seiso
The Definition of Seiketsu
The Definition of Shitsuke
The Three Different Types of Workplace
Repeating the 5S Cycle (illustration)
Four Key Factors for Successful Super 5S
A Clean and Organized Workplace is High in Productivity (illustration)
13
Super 5S is a Company-wide
Participation Program for Kaizen
l Super 5S is a company-wide
participation program
involving everyone in the
organization.
5S?
l It is a very effective approach
for motivating people, and
improving productivity and
the work environment .
In Japan, although 5S programs have come into wide use, they are generally
viewed and implemented as Kaizen activities for production divisions. In
many cases they cannot be said to be real company-wide Kaizen programs
involving administrative departments. One may safely say that such
productivity improvement activities based on production departments has
led to the relative decline of productivity in clerical divisions.
With increased awareness of this problem in recent years, improved white-
collar productivity has been emphasized along with the need to change
conventional ways of thinking (approaches based on production
departments).
In this sense, I recommend starting with administrative divisions when
developing and implementing a Super 5S program. In short, it is vital that
white-collar workers not be bystanders.
When transferring the technology outside of Japan, I have given careful
consideration to this problem and have introduced Super 5S as a Kaizen
activity designed to encourage real company-wide participation.
14
Super 5S Contributes to Each Element of PQCDSM
A company that is implementing

Super 5S successfully is always:
l high in Productivity
l consistent in Quality
l Cost-effective 5S?
l accurate in Delivery
l Safe for people to work in
l high in Morale
An adept productivity consultant can immediately evaluate a company s

level of day-to-day management after visiting the firm s administrative
divisions and factories. Generally, a company with a low level of
management is characterized as follows:
There are many unnecessary items, and items are not organized.
Moving items requires long walks, and work areas are not distinct from
passageways.
A large portion of the work is wasteful.
Many mistakes are made in the work, and failure rates are high.
Much work is redone, there are many delivery delays, and there is a lot of
overtime work.
Stocks of materials, work-in-process and finished products are too high,
and handling takes a lot of time.
Office equipment and production machinery and facilities are unclean, and
breakdown rates are high.
Floors, walls, windows and lighting are unclean, and rooms are dark.
Workplaces are unsafe, and many injuries and accidents occur.
Common facilities (dining rooms, lockers, washrooms, etc.) are
unsanitary.
The morale of workers is low.
Each worker does not take pride in his or her job.
A Super 5S program banishes these poor conditions and greatly contributes
to the formation of healthier characteristics.
15
Four Major Objectives of
a Super 5S Program
l Developing Kaizen-minded
people at workplace.
l Building good teamwork
through participation.
l Developing managers and
5S?
supervisors for practical
leadership.
l Improving infrastructures for
introduction of advanced Kaizen
technologies.
In the process of implementing the program, all 5S participants can learn

and practice the philosophy, principles and methods of 5S, and experience
the results and pleasure of participation. There is no doubt that repeating
this process will enhance employee awareness of Kaizen.
In implementing a 5S program, the company is divided into small areas and
a small group of employees is assigned to each area. This group activity
fosters and disseminates the spirit of teamwork among employees.
Managers and supervisors must be respected by their subordinates as people
of character. For this purpose, they need to take the lead in correctly
understanding the 5S philosophy, voluntarily practicing 5S, and setting
good examples for their subordinates. Their duties are to educate their
subordinates about 5S, establish objectives, teach how to practice 5S,
manage programs, and evaluate achievements.
Those who have experienced it know that the proper development and
promotion of a program from 5S to Super 5S greatly enhances the
eagerness, attitude and capability for Kaizen activities among workers, and
improves the atmosphere of the workplace to a surprising extent. It is
important to note that groups of people, inventory items, building and
machinery, if neglected, all age and suffer a deterioration of quality. In this
sense I recommend that Super 5S activities be endlessly repeated as a
powerful program that aims to foster vigorous Kaizen-minded people.
Furthermore, it is important that even after Super 5S program has taken root
in the organization and a more advanced productivity improvement program
has been introduced, the company should continue to promote the 5S
program and try to upgrade its content.
16
Super 5S is Becoming Popular for Seven Solid Reasons
l The workplace gets cleaned up and better

organized.
l Shopfloor and office operations become
easier and safer.
l Results are visible to everyone - insiders
and outsiders.
l Visible results enhance the generation of
more and new ideas. 5S?
l People are naturally disciplined.
l People take pride in their clean and
organized workplace
l As a result the company s good image
generates more business.
Among various Kaizen activities, a Super 5S program probably generates

the most visible results. This is due to the daily process of repeating
activities directed at the 3S (Seiri, Seiton and Seiso). Everyone acquires the
philosophy of improvement, the ability to discover problems and principles
and methods for improvement, and is motivated by them, and gives full play
to creativity (Super 5S). The cumulative effect is visible as mentioned
above. These are seven solid reasons why Super 5S is achieving popularity.
17
Super 5S Can Expect Participation
from More People for Four Reasons
l It is within the reach of companies of

any size; small, medium, and large.
l It can be practiced by companies in
any business; manufacturing,
commerce, and service.
l Its philosophy is easy for everyone to 5S?
understand; it does not require one

to understand difficult terminology.
l Everyone loves a clean, comfortable,
and organized workplace.
A Super 5S program is within the reach of companies of any size. My

clients include organizations of various sizes, from a tofu maker of only 20
employees to an oil company employing 6,000.
Furthermore, Super 5S can be introduced irrespective of the type of
industry. My clients are involved in a wide range of industries:
manufacturing industries such as steel, shipbuilding, construction, metals,
machinery, electronics and electrical equipment, petrochemicals, cement,
glass, textiles, paper and food; retail sales including department stores and
specialty stores; and other service industries such as banks and
transportation companies. Moreover, there are some examples of integrating
5S into government agencies and other public organizations.
A Super 5S program doesn t demand the use of difficult terminology, so it
is easy for everyone to understand and practice, and its effect is visible to
everyone. This is why Super 5S has occupied the interest of many people
and has become so popular as a company-wide Kaizen program that is easy
to introduce.
A Super 5S program aims to establish a clean, comfortable, safe and highly
productive work environment suitable for community life within the
company. It can be said that this is the essential reason why many
supporters and participants take part in Super 5S programs.
18
The Origin of The Term 5S
l 5S is a set of five
Japanese words. Each
word starts with a sound
of se or shi . 5S?
l They are Se-i-ri, Se-i-to-n,

Se-i-so, Se-i-ke-tsu, and
Shi-tsu-ke.
The origin of the term 5S

When I introduce and teach Super 5S in non-Japanese companies, I use five
Japanese words and generally do not translate them.
That is to say, I pronounce them Seiri, Seiton, Seiso, Seiketsu and
Shitsuke in countries where English, Spanish, Portuguese, Malay and
Indonesian are spoken. In Thailand, however, I translate them into a set of
Thai words that start with the sound of s.
In China, I introduced the words using Chinese characters. But there is no
Chinese character to express Shitsuke, so I added the character used in
Japanese for Shitsuke and explained this character in order to introduce
5S. In Chinese, Seiri, Seiton, Seiso and Seiketsu are pronounced zhengli,
zhengdun, qingsao and qingjie, respectively, so they don t begin with the
s sound. Moreover, the Chinese definitions of each of the characters had
to be modified for 5S purposes.
19
The Definition of Seiri
Seiri Seiton
Shitsuke
Seiketsu Seiso
Seiri is the sorting out

and discarding of
unnecessary items in
the workplace.
General definition of Seiri

Kojien (Iwanami Shoten, third edition):
Seiri: (1) To organize things which are in a state of disorder, and put them
in order. (2) To remove unnecessary things. (3) The last stage of textile
processing; To full, nap, shear and calendar textiles after degumming,
bleaching or dyeing, in order to improve the feel and the beauty; Finishing.
Usage examples
1) Seiichi Morimura, Shuchaku-eki (Kobunsha-bunko, 1992) p. 229:
They opened a largish locker in a corner of the room. There were umbrellas,
books, clothes and other items inside. Each had a strip of paper on which
the date of discovery was written. Well, we must put the locker in order. It
is almost full. They muttered and took out the junk. It seemed that these
were the things which had remained unsold, even at bazaars.
2) Yasuo Uchida, Karuizawa no Kiri no Naka de (Chuo-bunko, 1989) p.
142:
While he was on the phone, he looked rather strained and talked demurely.
After hanging up, he looked as if he were smiling to himself about the past,
and sometimes looked up at the clock, spent time putting items on the desk
in order, which seemed unnecessary.
3) Yasuo Uchida, Hyohaku no Gakujin (Kodansha-bunko, 1990) p. 214:
After she put her house in order and packed the things which were
necessary, Keiko phoned her uncle in Yokohama.
Seiri and Seiton are often confused. The usage of Seiri in the first
example is almost consistent with my definition. But in the second and
third examples, I would replace Seiri with Seiton.
20
The Definition of Seiton
Seiri Seiton
Shitsuke
Seiketsu Seiso
Seiton is the arrangement of

necessary items into good
order so that they can be
easily selected for use.
General definition of Seiton

Seiton: To put things in order; To tidy up.
Usage examples
1) Seiichi Morimura, Rasen-jo no Suikun (Kodansha-bunko, 1988) p. 52:
The room was tidy and looked just like the room of a young girl living
alone, but in the kitchen, garbage was piled up in the sink gave off a foul
smell. He opened a closet and found a jumble of laundry crammed inside.
2) Seiichi Morimura, Satsujin no Saidan (Kodansha-bunko, 1995) p. 158:
Kitajima looked around the room and said,
The room is relatively tidy, but there are stacks of cardboard boxes beside
the TV set, refrigerator and bookshelves. They probably hold stolen goods
of uncertain ownership.
3) Yasuo Uchida, Hyohaku no Gakujin (Kodansha-bunko, 1991) p. 276:
Keiko didn t want to let Yano see her brother s room, because she hadn t
cleaned it up and had merely put away the bedclothes after Asami had
stayed. In the end, however, she opened the door.
Oh, it s tidy for a man s room.
Yano was very impressed, abruptly walking into the room and examining
the furnishings with great interest.
The above examples all use the word Seiton in the sense I prefer.
21
The Definition of Seiso
Seiri Seiton
Shitsuke
Seiketsu Seiso
Seiso is cleaning up one s

workplace completely so that
there is no dust on floors,
machines or equipment.
General definition of Seiso

Seiso: To clean up; To put things away neatly.
22
The Definition of Seiketsu
Seiri Seiton
Shitsuke
Seiketsu Seiso
Seiketsu is maintaining one s

workplace so that it is
productive and comfortable by
repeating Seiri-Seiton-Seiso.
General definition of Seiketsu

Seiketsu: Spotless and clean; Honest and frank in personality and behavior.
23
The Definition of Shitsuke
Seiri Seiton
Shitsuke
Seiketsu Seiso
Shitsuke is training people to

follow good work habits and
the strict observation of
workplace rules.
General definition of Shitsuke

Shitsuke: (2) To teach manners; Acquired etiquette.
24
The Three Different Types of Workplace
l A 3rd class workplace:

has people who make a mess and
no one cleans up.
l A 2nd class workplace:
has people who make a mess and
another group of people clean up.
l A 1st class workplace:
has people who don t make a
mess and yet everyone cleans up.
Which class does your workplace belong to?

There may be a large difference between your appraisal and mine!
A Super 5S program involves all employees so that the goal of a first-class
workplace can be achieved.
25
REPEATING THE 5S CYCLE
Seiri
Seiton
Shitsuke
Seiketsu
Seiso
This illustration shows the relationships among Seiri, Seiton, Seiso, Seiketsu
and Shitsuke.
The Shitsuke gear at the center supplies the drive. As you can see, when this
gear turns counterclockwise the Seiri, Seiton, Seiso and Seiketsu gears turn
clockwise.
It is important to understand that participants hold the key to the success of
a Super 5S program.
26
Four Key Factors for Successful Super 5S
Continued commitment and

1 support by top management
Super 5S starts with education
2 and training
There are no observers in Super
3 5S, everyone participates
Repeat the 5S cycle in order to
4 achieve a higher standard
The first prerequisite for the success of a Super 5S program is the

understanding and support of top management. It is the duty of top
management to form organizations for program implementation and to
appoint facilitators.
First, program facilitators should take part in a designated training program
for leaders, and company-wide in-house training should be provided. Then
it is necessary to draw up a two-year plan for implementing Super 5S and
carry out the plan.
The secret to success is creating a suitable environment that helps everyone
participate. Toward that end, people working at administrative divisions of
the head office are expected to take the initiative in practicing the program.
In other words, to ensure the program s success they should plan and
operate it so that everyone participates.
A Super 5S program is a continuous and intense repetition of the Super 5S
cycle and is designed to improve management. Recognition and practice of
this is the key to success.
27
A Clean and Organized Workplace is High in
Productivity and Safe for People to Work
This illustration shows part of an ideal layout that was presented to the top
management of a foreign company that manufactures and sells animal food,
as a kaizen objective. Many problems were identified during my first visit to
the company:
An unsanitary warehouse with mice, spiders and cockroaches
The last-in, first-out method of controlling materials (maze)
Dirty factory floors, walls and windows
Dirty production machinery and equipment
Materials scattered about on floors
Contaminants in materials, work-in-process and products
Disorderly and under-productive clerical departments
No distinctions between passages for people and vehicles
Unsafe factory traffic without rules
Low staff morale
This illustration was presented to introduce and supply an orientation to the
5S program, in order to improve these situations.
28
PART 3
Step by Step
Implementation of a
SUPER 5S Program

A Six-Step Super 5S Two-Year Master Implementation Plan
A Super-5S Progress Chart for Two-year Master Implementation Plan
Master Plan - Step 1: Preparation
Master Plan - Step 2: Official Announcement by the CEO
Organizing to Implement Super 5S
A People-centered Clean and Organized Workplace (Target Vision)
Groups Responsible for Implementing 5S by Area
A 5S Tool Box
A 5S Implementation Poster
Master Plan - Step 3: Big Cleaning by All Colleagues
Master Plan - Step 4: Initial Seiri
How to SEIRI Your Workplace
Why Do Unnecessary Items Accumulate?
When, Who and Where to Seiri Unnecessary Items?
Master Plan - Step 5: Daily Seiri, Seiton and Seiso
How to SEITON Your Workplace
Seven Seiton Principles
Explanatory Diagrams for Super Seiton (17 pages)
Some Good Seiso Practices
Various Cleaning Tools
An Explanatory Diagram of Super Seiso
Maintaining and Upgrading an Attained Level of Seiketsu
Some Suggested Shitsuke Practices
Record Improvement with Photographing
5S Improvement Records
Master Plan - Step 6: A Periodic 5S Audits
29
A Six-step Super 5S Two-year Master Implementation Plan
Step 1: Preparations
Step 2: The CEO s Official Announcement
Step 3: Big Cleaning by All Colleagues
Step 4: Initial Seiri
Step 5: Daily Seiri, Seiton and Seiso
Step 6: Periodic 5S Audits
If a CEO feels sympathetic with the ideas expressed in Part 1 of this book,
Understanding the Philosophy and Power of Super 5S Programs, it is
desirable that first of all the CEO visit model companies practicing Super
5S programs and listen to accounts of their success with Super 5S.
It is important to comprehend Super 5S as an all-out, company-wide Kaizen
program, and secondly (if it is to be adopted) to implement it according to
the cycle of management: plan, do and see.
The following describes how to carry out various activities at each step of
the six-step Super 5S Two-Year Master Implementation Plan, which I
recommend you follow.
30
SUPER 5S PROGRESS CHART FOR TWO-YEAR MASTER IMPLEMENTATION PLAN FROM 1 / 1 / 1996 TO 31 / 12 / 1997
PHASE PREPARATION PENETRATION AND ADVANCEMENT MAINTENANCE AND UPGRADING
STEP SUPER S PROGRAMS
MONTH 1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12
Preparations
* Understanding philosophy and benefits of Super 5S by CEO
* CEO s visit to Super 5S model companies
1 * CEO s commitment to Super 5S implementation
* Organize Super 5S Working Committee
* Appoint Super 5S facilitators
* Train Super 5S facilitators and practitioners
CEO s Official Announcement

* CEO officially announces implementation of Super 5S for 2 years
2 * CEO explains objectives of Super 5S program to all colleagues
* Publicize Super 5S organization and assignments by area
* Promote Super 5S with banners, posters and newsletters
* Organize basic Super 5S training programs for all colleagues
Big Cleaning by All Colleagues

* Organize a full-day of Big Cleaning Day twice a year
* Organize small groups who are responsible for assignments in divided
areas of the company s premises.
3 * Provide enough cleaning tools and materials
* Implement a company-wide big cleaning for one day
* Big cleaning includes the elimination of unnecessary items and wastes
Initial Seiri
* Establish a Disposal Standard for unnecessary items
* Organize a full-day of Seiri activity twice a year
* Everyone concentrates to identify and stratify unnecessary items for
4 elimination
* Unnecessary items that cost a lot should be evaluated so as to prevent
the occurrence of such waste
Daily Seiri, Seiton and Seiso

* Seiri: Throw away things that are not needed and not being used
* Seiton: Improve locations and methods for storing things so that
5 searching time is minimized
* Seiso: Set up a daily cleaning schedule for the creation of a healthy and
comfortable workplace
* Motivate colleagues to come up with creative improvements
Periodic Audits on Super 5S

* Establish a Super 5S evaluation and incentive plan
* Conduct a Super 5S audit regularly by auditors
6 * Organize a Super 5S inter-departmental competition for upgrading
* Award groups and individuals for their contributions
* Organize study tours to other companies doing Super 5S
* Organize Super 5S inter-company competition to sustain the program
The Super 5S Progress Chart for a Two-year Master Implementation Plan

shown above describes the major programs by step, phase and month, and is
designed to be used in keeping monthly progress records.
The columns for 24 months are grouped into three phases.
First phase (3 months): preparation
Second phase (9 months): penetration and advancement
Third phase (12 months): maintenance and upgrading
Activities emphasized in the first phase include understanding the
philosophy and benefits of Super 5S by the CEO, the CEO s commitment
to Super 5S implementation, organizing a Super 5S working committee,
training Super 5S facilitators and practitioners by experts, and preparation
of a Super 5S Master Implementation Plan by the working committee.
Activities emphasized in the second phase include the official
announcement of Super 5S implementation by the CEO, Super 5S
promotion activities, company-wide big cleaning by all employees, initial
Seiri, daily Seiri, Seiton and Seiso, and Super 5S audits.
Activities emphasized in the third phase include periodic company-wide big
cleaning, periodic Seiri, daily Seiri, Seiton and Seiso, 5S inter-departmental
competitions and periodic 5S audits. The goal for this phase in the
promotion of Super 5S activities is the accomplishment of Super Seiri,
Super Seiton, Super Seiso, Super Seiketsu and Super Shitsuke.
31
MASTER PLAN STEP 1: PREPARATION
l The CEO should understand the philosophy and

benefits of Super 5S.
l The CEO s visit to Super 5S model companies.
l The CEO s commitment to Super 5S implementation.
l Organize a Super 5S Working Committee.
l Appoint Super 5S facilitators.
l Train Super 5S facilitators and practitioners.
It is recommended that the CEO first read Part 1 of this book carefully and
understand the philosophy and benefits of Super 5S. The CEO should next
visit model Super 5S companies to observe and experience the reality.
Rely on specialized consultants in this preparation stage to recommend
model companies, provide instruction in 5S introduction procedures, train
facilitators and practitioners and supply guidance on the organization and
roles of the working committee is a very effective approach to achieving
success in Super 5S.
It is advisable to prepare a Super 5S Two-year Master Implementation Plan
during the first step.
32
MASTER PLAN STEP 2: Official Announcement by the CEO
l The CEO officially announces the implementation of a

Super 5S program for two years.
l The CEO explains the objectives of Super 5S program
to all colleagues.
l Publicize the Super 5S organization chart and layout
diagram showing areas divided by borders for the
assignment of responsibilities to small groups of
people.
l Work out various promotional tools including banners,
posters, pamphlets and newsletters.
l Organize off- and on-the-job training programs on the
basics of Super 5S to all colleagues.
The focus of Step 2 is on the CEO s official announcement to all employees

at the start of a Super 5S program, by revealing his or her determination to
adopt it and by explaining its objectives.
The Super 5S working committee is encouraged to devise and post the
following at this time.
1) An organization chart for Super 5S implementation
2) Illustrations of a people-centered, clean and organized workplace (target
vision)
3) A layout of Super 5S implementation groups by area
4) A Super 5S tool box
5) Super 5S promotion posters
Then general employees should undergo training in Super 5S.
33
Organizing to Implement Super 5S
Managing Director
5S Auditor
5S Steering Committee
5S Working Committee 5S Facilitator(s)
5S Audit Committee
Purchasing Manager Production Manager Sales Manager Administrative Manager

5S Activist/Trainer 5S Activist/Trainer 5S Activist/Trainer 5S Activist/Trainer
Purchasing Group Machine Group 1 Sales Group Administrative Group
Machine Group 2
Machine Group 3
Painting Group
Assembly &
Packing Group
The Super 5S steering committee, made up of the CEO and department

managers and chaired by the CEO, discusses and decides upon important
issues related to Super 5S such as fundamental policies and medium- and
long-term plans and budgets for Super 5S. Super 5S facilitators act as
secretaries to the committee.
The Super 5S working committee, consisting of representatives of various
departments, prepares a Super 5S Two-Year Master Implementation Plan
and guides employees in executing Super 5S programs with the approval of
the Super 5S steering committee. Super 5S facilitators act as secretaries to
this committee.
The Super 5S audit committee, composed of selected employees, audits the
status of 5S progress and extends necessary guidance services by making
periodic visits to various departments and workplaces. Noticing workplaces
of remarkable achievement, the committee, with the approval of the Super
5S working committee, recommends them for the CEO prize. Using
specialized consultants to help in auditing and guidance is highly
recommendable.
As activists and trainers in Super 5S programs, the managers of various
departments should lead their own departments in conducting internal
programs, and assume responsibility for training their subordinates.
Grouping staff according to workplace is practical in large departments.
34
A People-Centered Clean and Organized Workplace (Target Vision) 1F
Material
Machining 1 Machining 2 Painting
Storage
Assembly
and
Packing
Sales
Machining 3
Administration
Establishing a Super 5S target vision

It is desirable that the Super 5S working committee establish a new Super
5S target vision very year and make it known to all employees.
Example:
Super 5S target vision for 1997:
Super Seiri target: Produce effectively serviceable space by disposing of
unnecessary items on dates that include the number 5 every month.
Super Seiton target: Make search times for items less than thirty seconds
(maximum) by indicating the location of every item.
Super Seiso target: Keep the area and equipment one is responsible for
maintaining in optimum operating condition by cleaning till they shine
(cleaning is inspection).
Super Seiketsu target: Create a safe, agreeable and beautiful working
environment by repeating Super 3S.
Super Shitsuke target: Comply with rules and act promptly to improve the
image of the company.
35
Groups Responsible for Implementing 5S by Area 1F
Material
Machining 1 Machining 2 Painting
Storage
Assembly
and
Packing
Sales
Machining 3
Administration
The layout of 5S implementation groups by area
Area Super 5S Group

Purchasing Department
Material Storage Material Storage Group
Production Department
Machining Section 1 Machining Group 1
Painting Section Painting Group
Assembly & Packing Section Assembly & Packing Group
Sales Department Sales Group
Administration Department Administration Group
Medical Clinic Administration Group
Area for common use Administration Group
36
5S TOOL BOX
Promotion Tools Implementation Tools Evaluation Tools
5S Newsletters 5S Days (once a month) 5S Guidance Stickers
5S DAY
What is Seiton? Here is
a need for Here is
Seiton is arranging a need for Here is
necessary items in good SEIRI
order so they can easily SEITON a need for
be selected for use SEISO
5S Posters 5S Study Tours CEO s Inspection

Tours
Seiri Seiton
Shitsuke
Seiketsu Seiso
5S Banners Photographing for Improvement 5S Checklists
We all Practice 5S
5S Badges 5S Inter-Department Competition Congratulations!

SUPER
5S
Here is an
Department A Excellent Example
Department B
Department C
of 5S Practice
Department D
Promotion tools
5S posters should be obtained from a broad sample of employees. Posting
selected examples will deepen employee interest in the subject as well as
their sense of participation. I created the poster shown here using a personal
computer.
Implementation tools
The photographic comparison method is so useful that the details are
provided in this book.
The rules and procedures of 5S inter-departmental competition are also
described in detail in this book.
Evaluation tools
Samples of 5S guidance stickers are shown in this book.
5S evaluation forms are included in this book.
A sample Congratulations! sticker is shown in this book.
37
Seiri
Sort out
unnecessary items
in the workplace
and
Seiton
Arrange necessary
discard them
items in good order
so they can easily
be selected
Shitsuke for use
Seiketsu Train people to follow
Maintain one s good work habits
and to strictly follow
Seiso
workplace so that
it is productive workplace rules
and comfortable Clean your
by repeating Seiri- workplace completely
Seiton-Seiso so that there is
no dust on floors,
machines or
5S IS FUNDAMENTAL TO
equipment
PRODUCTIVITY IMPROVEMENT
5S is fundamental to productivity improvement.

In implementing Super 5S, first the definitions of the five basic terms - Seiri,
Seiton, Seiso, Seiketsu and Shitsuke - should be memorized.
The figure above, if enlarged, can be used as a poster.
Two other samples are shown below:
Success in 5S 5S is fundamental to
Productivity and Quality
Comes from... Improvement
Winner
Your Creative Thinking
+
Dirtying Your Hands
and
ean
A Cl ly
High uctive n Shitsuke
hitsuke
Prod nizatio Seiketsu
eiketsu
Orga
S
Seiso
Seiri Seiton
S
Seiton
Shitsuke
SEIRI SEITON SEISO SEIKETSU SHITSUKE

HITSUKE S
Seiri Seiketsu Seiso
38
MASTER PLAN STEP 3: Big Cleaning by All Colleagues
l Organize A Big Cleaning Day immediately after the

5S implementation announcement by the CEO.
l Divide the company premises into small areas and
assign small groups of people to be responsible for
each area.
l Provide enough cleaning tools and materials.
l Implement a company-wide full day s big cleaning by
all colleagues.
l This big cleaning also includes Seiri of wastes and
items identified as being unnecessary.
l A Big Cleaning Day should be organized twice a year
on a continuing basis.
Make two days a year Big Cleaning Days

The person in charge of big cleaning should draw up a detailed cleaning
plan by using the 5W1H method. That is, by answering the questions of
whom, why, when, where, what should be done, and how. The plan should
then be made known to all employees.
Give careful consideration to the types and quantity of cleaning tools, and
the materials required before purchasing them.
On a Big Cleaning Day, all employees abandon routine work for the day
and concentrate on cleaning.
The interior and exterior walls, ceilings, windows, floors and corridors of
structures as well as manufacturing machines and equipment, business
machines, and furniture and fixtures should be given a through cleaning so
they take on a good shine. All outside areas including parking lots, guard
stations, gardens, waterways and roads, should also be cleaned.
Inviting the children of employees to participate in the cleaning would
contribute to their Shitsuke.
Cleaning one s surroundings and workplace is a basic urge for people, and,
in this sense, a pleasant Big Cleaning Day greatly motivates employees to
implement 5S.
39
MASTER PLAN STEP 4: Initial Seiri
l Establish Disposal Standards for unnecessary items.

l Initial Seiri is an activity practiced by everyone to get
rid of all unnecessary items after a big cleaning day.
l Every one concentrates to identify and stratify
unnecessary items for elimination.
l Unnecessary items that cost a lot should be evaluated
so as to avoid future purchase of unneeded items.
l A company-wide, full-day of concentrated Seiri activity
should be organized twice a year on a continuing basis.
What make unnecessary things accumulate in workplace? The answers are:

1) The purchase of expendable, raw materials and parts beyond
requirements,
2) Erroneously repeated orders for items already in stock,
3) Changes in specifications that make useless some expendable, raw
materials and parts in stock,
4) The inferior quality of raw materials and parts,
5) The overproduction of goods in process and finished goods,
6) Customers returning items,
7) Unused tools, appliances, machines and equipment,
8) The excess duplication of documents,
and others.
In 5S, the imperfect disposal of unnecessary items in the process of Seiri
hampers satisfactory progress in the next process.
It is of primary importance that measures be taken against the recurrence of
unnecessary items. This is done in the process of Seiri by identifying the
causes of occurrence (which contributes to productivity improvement).
Space is money. Seiri produces effectively usable space (and thus
contributes to productivity improvement).
40
How to SEIRI Your Workplace
Which Stratification Required Action
??? Items having no value

Throw away immediately
and easy to dispose
Items Items having Look for a buyer who

some value for sale offers the best price
Not Necessary
Items having no value Work out a less costly

but their disposal is costly and safe way for disposal
SEIRI Must be placed near

Items frequently used
the point of use
Items Items sometimes used Can be placed farther away

Necessary
For Items not used at all Must be stored separately
SEITON but must be kept with clear identification
Definition of the term Seiri (review and memorize):

Seiri is the sorting and discarding of unnecessary items in the
workplace.
It is economical to classify unnecessary items found in the workplace
according to the three layers shown in the illustration above, and take action
as specified by each layer.
Necessary items, which remain in the workplace, are subject to Seiton as
described later.
41
Why Do Unnecessary Items Accumulate?
l Change in sales-production plan

l The excessive ordering
l The incorrect ordering
l The lack of quality control
l The lack of quantity control
l Improper storage locations and or poor storage
methods
Why
l A poor receiving and issuing system
l Duplicated ordering or delivering
l Aged or obsolete machines and equipment
l Damage by improper handling
l The duplicated production and storage of paper
work
l Others
Unnecessary items should be disposed of when identified. It is essential to

simultaneously determine the factors which caused them to occur in order to
devise and implement measures to prevent recurrence.
Quantities of unnecessary items (which do not serve for the formation of
output) mean quantities of waste in many ways, and eliminating this waste
contributes significantly to improving productivity.
Ideas need to be conceived to prevent the occurrence and increase of
unnecessary items and to accordingly reduce Seiri work are referred as
Super Seiri.
42
When, Who and Where to Seiri Unnecessary Items?
l On big cleaning days, everyone tries

to eliminate unnecessary items.
l Twice a year, organize A Big Seiri
Day and everyone concentrates on
the elimination of unnecessary items.
l During daily Seiri, Seiton and Seiso
activities, everyone tries to eliminate How to
unnecessary items and tries to Seiri
prevent the accumulation of wastes.
l Mangers and 5S auditors walk around
workplaces and advise people in
charge about the elimination of
unnecessary items.
Seiri means disposal techniques.

Tactics that produce a considerable impact on those who have the habit of
hoarding things (is this a virtue?) require them to learn and use Seiri
techniques. For this, the combined use of the four approaches described
above works well.
Next, broad categories of items that are objects of Seiri are listed below as
a rule of thumb.
1) Equipment, materials and furnishings that were not used in the past
twelve months.
2) Decrepit equipment, materials, furnishings, tools and stationery.
3) Broken equipment, materials, fixtures and furnishings that are beyond
repair.
4) Outdated materials that are expendable.
5) Books and other publications that are unworthy as references.
6) Excess copies of documents.
7) Obsolete documents.
8) Obsolete periodicals and catalogs.
9) Unnecessary packing materials and containers.
10) Large junk objects and other unused items.
43
MASTER PLAN STEP 5: Daily Seiri,
Seiri, Seiton and Seiso
l Seiri: Throw away things that are not needed and not
being used. Use space more economically (space is
money).
l Seiton: Improve locations and methods of storing
things so that searching and retrieval time is
minimized (time is money).
l Seiso: Continue daily cleaning schedule for the
creation of a healthy and comfortable workplace.
l Motivate colleagues to come up with creative
improvements for the workplace.
Definition of the term Seiri (review and memorize):

Seiri is the sorting and discarding of unnecessary items in the
workplace.
Definition of the term Seiton (review and memorize):
Seiton is arranging necessary items into good order so that they can be
Definition of the term Seiso (review and memorize):
Seiso is cleaning up one s workplace completely so that there is no dust
on floors, machines or equipment.
Perform daily Seiri of the workplace to maintain a neat environment
resulting from the initial Seiri.
Try to shorten the time needed to take out items by rearranging your
workplace in accordance with the Seven Seiton Principles. More advanced
Seiton (Super Seiton) demands the application of the principles of motion
economy, and creativity on the part of those concerned. The goal of Super
Seiton is reducing to nil the time it takes to search for, retrieve, carry and
return things. It goes without saying that eliminating such waste raises
productivity enormously.
Do your janitors clean your desks, the insides of drawers, computers, the
outsides of machines and electric appliances? No. Cleaning the area
around your workplace and your tools is part of your job. The first step to
success in 5S is that all employees acquire the habit of cleaning every day.
44
How to SEITON Your Workplace
Stratification Required Action
Items Must be placed near

SEITON frequently used the point of use
Items Items Can be placed

Necessary sometimes used farther away
Items Must be stored

not used at all separately with
SEIRI but must be kept clear identification

First, categorize all necessary items in the workplace into three classes as
shown in the figure above, and take actions as specified by each class.
Next, rearrange the items physically according to the Seven Seiton
principles.
45
Seven Seiton Principles
l Follow the first-in-first-out (FIFO)
method for storing items.
l Assign each item a dedicated location.
l All items and their locations should be
indicated by systematic labeling.
l Place items so that they are visible to
minimize search time. How to
l Place items so they can be reached or Seiton
handled easily.
l Separate exclusive tools from
common ones.
l Place frequently used tools near the
user.

These Seven Seiton principles are so important that you should make
them your motto. Conformance to these Seven Seiton Principles and
exertion of your vivid creativity should lead you to conceive Super Seiton
ideas.
46
SUPER
SUPER SEITON
SEITON
FIFO
LIFO
Random Access

Seiton principles applied here:
Follow the first-in-first-out (FIFO) method of storing items.
Assign each item a dedicated location.
All items and their locations should be indicated by systematic labeling.
Place items in a visible spot to minimize search time.
Place items so they can be retrieved or handled easily.
The first-in-first-out (FIFO) method is suitable for storing raw materials,
goods in process and finished goods. This is a convenient way of taking
items out of storage in the order they were put in.
It is not too much to say that the last-in-first-out (LIFO) method tends in
many cases to pose quality control problems.
The random access method is appropriate for storing tools, spare parts,
stationery and samples, despite the fact that it requires creativity and
ingenuity to establish ways of placing and labeling the items so they can be
taken and replaced with ease.
47
SUPER
SUPER SEITON
SEITON
FIFO - Push out
Store according to product lines
Sliding transport
A A A A A A
B B B B B B
C C C C C C
D D D D D D
Before 5S activity
E E E E E E

Place items so they can be reached or handled easily.
The first-in-first-out (FIFO) method is suitable for storing raw materials,
goods in process and finished goods. It is convenient to retrieve items from
storage in order they were stored. One thing that should be pursued is
reducing unsafe and unreasonable work such as manually lifting or carrying
heavy items. The figure above illustrates an example of transport
rationalized by using rolling conveyers rather than manual labor.
48
Reserved seats
Matching names SUPER
SUPER SEITON
SEITON
A1 A2 A3 A4 A5 A6 A7
A1 A2 A3 A4 A5 A6 A7
B1 B2 B3 B4 B5 B6 B7
B1 B2 B3 B4 B5 B6 B7
C1 C2 C3 C4 C5 C6 C7
C1 C2 C3 C4 C5 C6 C7

Giving each item a name and address is one of the dominant principles
of Seiton. This greatly saves the trouble of, and the time required for,
searching for items, and lowers costs, in addition this contributes more to
improved product quality and safe operation by drastically reducing
blunders committed during the course of work and handling materials.
49
SUPER
SUPER SEITON
SEITON
Reserved seats
Matching names
PD20 PD21 PD22

PD20 PD21 PD22
PD30 PD31 PD32

PD30 PD31 PD32

In many factories, expensive press dies are left in piles on the floor. The
figure above shows an example of an improved die rack. Every time a die is
removed from a press, it is shined and returned to its own place. This
improvement causes a great rise in the quality of goods produced by the
press.
50
SUPER
SUPER SEITON
SEITON Transparent / no cover
Stock level indicators
B10-100 B12-100
B10-150 B12-150

Some ball-point pens have transparent bodies so we know how much ink
remains. Pictured above is an example of a parts rack to which the ball-
point pen idea has been applied. Colored labels are attached to the front to
indicate minimum and maximum levels, making it easy to manage
quantities.
51
SUPER
SUPER SEITON
SEITON
1 2 3 4 5 6 7 8 9 101112
Seiri wastes
No horizontal piling
Nothing on floor

Books and files piled directly on the floor are a formidable enemy to 3S
(Seiri, Seiton and Seiso), and cry out for action.
1) Dispose of unnecessary documents (Seiri).
2) Shift and reorganize the necessary documents (Seiton).
3) Store infrequently used documents in a repository (Seiton).
4) If nothing is on the floor, cleaning is convenient (Seiton).
52
SUPER
SUPER SEITON
SEITON
Quick retrieval
No horizontal piling
Vertical holders
B20S H B25S H B30S H
B35S H B40S H B50S H

The figure above presents an example of an improved method of storing
round objects. Listed below are prior problems and resulting advantages.
Prior problems:
1) It takes a lot of time to remove items.
2) The defects of LIFO method are manifest.
3) It is unclear where one should return an item due to a lack of labeling.
4) Space utilization efficiency is low.
Resulting advantages:
1) Needed items are removed with ease.
2) The advantages of the FIFO method are enjoyed.
3) The prompt return of an item to its proper location is assisted by
addresses established according to the specifications of the items.
4) Space utilization efficiency is high.
53
SUPER
SUPER SEITON
SEITON
1 2 3 4 5 6 7 8 9 10 11 12
Retrieval within 30 seconds

Labeling reserved seats
Color identification
1 2 3 4 5 6 7 8 9 10 11 12 1 2 3 4 5 6 7 8 9 10 11 12

Place items in in a visible spot to minimize search time.
It is good to be able to easily return a file to its proper place. Each file in the
right figure has a colored label on its back that indicates the group it belongs
to and its place in the group, enabling people to return it quickly and
correctly.
54
SUPER
SUPER SEITON
SEITON
Matching labels

Drawer keys have similar shapes, making it hard to distinguish them. The
figure shows an example in which keys and locks were color coded. This
labeling makes it possible for people to lock and unlock the drawers without
going through a trial and error process. This is a good example of Super
Seiton, and surpasses ordinary Seiton because the keys are not specifically
marked but are kept at a set location.
55
Matching labels
SUPER
SUPER SEITON
SEITON Open/Close separation
CLOSED OPEN
1 2 3 4 5 1 2 3 4 5
* 2* * * *5 1* * 3* 4* *
6 7 8 9 10 6 7 8 9 10
*
6 * 8* * * * *7 * *9 *
10
11 12 13 14 15 11 12 13 14 15
*
11 *
12 * * *
15 * * *
13 *
14 *
16 17 18 19 20 16 17 18 19 20
* * *
18 * *
20 *
16 *
17 * *
19 *

The figure above represents 20 keys and two boards. Each key shares the
same serial number with the corresponding hangers on each of the two
boards. If a key is on the left-hand board (labeled closed ), it means that
the corresponding lock is fastened. If a key is on the right-hand board
(labeled open ), it means that the corresponding lock is open. This is the
result of a brilliant idea which makes it possible to know at a glance the
status of any lock. Usually, keys are kept on a single board. This is truly a
good example of Super Seiton, which goes beyond ordinary Seiton.
56
Matching labels
SUPER
SUPER SEITON
SEITON Color identification
OFF OFF OFF OFF

Here, ceiling lights and wall switches for the lights have color-coded labels.
In the figure, the switches with red and yellow labels are in the on
position, and the six corresponding lights are on.
57
SUPER
SUPER SEITON
SEITON
A place for a kind
Effective use of space
CL10-40 CL15-20
CL20-20
BL20-50 BL20-20
BL30-20
BLH20-40 BLH20-20
BLH25-20

Each of the two sets of shelves holds the same type and quantity of items.
The one on the right is arranged according to good Seiton practices, so the
items in it are readily accessible. The essentials of Seiton are listed below.
1) Group items by type.
2) Assign a location for each group.
3) Label the locations.
4) Use space economically.
5) Minimize items in stock.
6) Manage by sight.
58
Cast Materials SUPER
SUPER SEITON
SEITON
CL10-40 CL15-20
CL20-20
BL20-50 BL20-20
Kanban
Parking place
BL30-20
Safety sign
BLH20-40 BLH20-20
Cart No. 5
BLH25-20
Cart No. 5
Safety First

The writing on signs should be large and distinct so it can be read from a
distance.
Pallets, carts, wagons, forklifts and the like should have their own locations
(parking places) and employees should get used to returning them there after
use.
A company that excels in Seiton and Shitsuke arrests the eyes and hearts of
everyone, including customers.
59
SUPER
SUPER SEITON
SEITON
Max. height indication
Placing items straight
and at right angles
Maximum piling height 2m
Before 5S - unsafe
No height control

The figure above shows a good example of a warehouse marked with the
maximum stacking height, for safety and quality control.
Cartons and other containers should have markings as to orientation (top
and bottom), weight and stacking limits, of which the last is of the highest
priority.
60
SUPER
SUPER SEITON
SEITON
No lifting by hands
Sliding or rolling

Wasteful and unreasonable heavy lifting should be reduced as far as
possible. Here a problem of this kind was solved by setting a scale into the
floor so that things do not need to be lifted onto the scale by hand. Seiton
does not mean beautiful arrangements, but rather easy-to-use arrangements.
61
SUPER
SUPER SEITON
SEITON
Indication of control limits
POTABLE
WATER
0
Kg
75 25
Color labeling for invisible 50

substances
Indication of flow direction

The illustration on the left is a good example of management by sight, where an opaque pipe was
labeled with a colored band that identifies the type of substance as well as an arrow indicating the
flow direction.
JIS Z9102 - Identification of Piping System Labels (extract)
1) Each pipe shall be labeled to identify the pipe of the substance it contains, using one of the seven
colors specified in Table 1.
Table 1 - Types of Substances and Their Identification Colors
Type of Substance Identification Color
water Blue
Steam Dark red
Air White
Gas Light yellow
Acid or alkali Grayish purple
Oil Brown
Electricity Light yellowish red
2) The pipe shall be labeled with the name of the substance in accordance with the paragraphs below.
a) Write the full name of the substance or its chemical symbol.
Example 1: Potable water, Sulfuric acid
Example 2: H2O, H2SO4
b) Write the name and chemical symbol of the substance on the identification color in safety white
or black.
The picture on the right above is an example of blunder elimination, where control limits are indicated
by a piece of plastic attached to the indicator of a scale.
62
SUPER
SUPER SEITON
SEITON
COLD HOT COLD HOT
Hanging hoses on hooks

Clear ground surfaces

In this example of workplace improvement, not only are hoses of different
colors used to distinguish hot water from cold but hangers are provided to
facilitate Seiton of the hoses after use. Many applications of Seiton involve
the use of different colors.
63
Some Good Seiso Practices
l Practice 5-10 minutes of

Seiso daily.
l Assign an owner to each
Clean
machine. me !
l Combine cleaning (Seiso)
with inspection.
l Repeat sweep-wipe-polish-
check-fix.
l Organize a Big Cleaning Day How to
once or twice a year. Seiso
The standard for Seiso is that neither dirt or stains can be seen with the
naked eye or felt by touch.
Make it a rule to clean your workplace before starting work every day.
A workplace free of dirt and stains is the starting point for quality control.
Cleaning business and manufacturing machines with scrupulous care is the
starting point for productive maintenance.
Practice ideas that change places that are difficult to clean into that are easy
to, and prevent the formation of dirt, this is called Super Seiso.
A company-wide Big Cleaning Day is very effective in motivating
employees to sustain their Super 5S activities.
64
Various Cleaning Tools
The above photograph shows a small and convenient cleaning kit that the
author takes with him on consulting missions. All articles in the kit were
bought at Tokyu Hands near the west entrance of Yokohama Station.
Cleaning tools (from upper left) Uses

Fabric duster Dirt on office desks, workbenches and cabinets
Corner brush Dirt in the corners of office equipment and manufacturing
machines
Tooth brush Dirt in the corners of office equipment and manufacturing
machines
Paint brushes (small and medium sizes) Dirt on the outside of office equipment and manufacturing
machines
Nylon duster Dust on computers and office equipment
Furniture and glass cleaner Dirt and stains on wooden, metal, plastic and glass surfaces
Cotton swab Dirt in the corners of precision equipment
Furniture wax Dirt and stains on various objects (multi-purpose); also adds
luster
Blower Dust on the lenses of office equipment
Cellophane tape Adhesives on the surfaces of various machines and
materials
Small broom and dust pan Dust inside and outside office desks and workbenches
Towel Dirt and stains on various objects (multi-purpose)
65
SUPER
SUPER SEISO
SEISO
Prevent it from getting dirty
Use of transparent plastic dust cover
5S
Transparent plastic keyboard dust covers that fit each type of keyboard are
produced by various firms and sell for US $18.00. One feature of the covers
is that they are made of such a soft material that the keyboard can be used
with the cover installed. The cover protects the keyboard from dirt and
saves the user the trouble of cleaning it to a great extent. A soiled cover is
easily washed with detergent. (Cleaning it about once a month will suffice).
Let s call such remarkable types of Seiso that save the trouble of cleaning,
or reduce cleaning time, Super Seiso.
66
Maintaining and Upgrading an Attained Level of Seiketsu
When you repeat Seiri-Seiton-Seiso

activities correctly, your workplace will
become clean and organized. We call
this state of being Seiketsu. To
maintain and upgrade the already How to
attained level of 5S, the following Seiketsu
approaches are effective:
(1) A 5S audit by top management

(2) An inter-departmental 5S competition
(3) An inter-company 5S competition
67
Some Suggested Good Shitsuke Practices
l Contact people with a big smile.

l Be a good listener.
l Be devoted and kaizen-oriented.
l Demonstrate team spirit.
l Conduct yourself as the member
How to
Shitsuke
of a reputable organization. JANUARY
l Be punctual.
l Always keep your workplace
clean and tidy.
l Observe safety rules strictly.
Shitsuke means forming the habit of always acting so as to meet the

requirements of a sanitary, healthy, productive, kaizen-oriented
environment.
The participation of all employees in 5S activities polishes up their Shitsuke,
and their polished-up Shitsuke become, in turn, the driving force for their
Super 5S activities.
riving
Seiri force
Seiton
Shitsuke Productivity improvement
Seiketsu
Seiso
68
RECORD IMPROVEMENTS WITH PHOTOGRAPHS
STEP 1 STEP 2
5S IMPROVEMENT RECORDS
WORKPLACE LOCATION NO. 88
SPARE PARTS STORAGE
STEP 1 DATE 01/04/95 STEP 2 DATE 10/04/95 STEP 3 DATE

STEP 4 DATE
COMMENTS COMMENTS COMMENTS COMMENTS
Very messy. Much improved, but...

Needs Seiri, Seiton and Seiso needs further study
RATING RATING RATING RATING
Visible 5S improvement activities

1) Identifying problems (or places that need improvement)
The 5S group of each workplace identifies 5S problems (or places that need improvement).
2) 5S improvement activities
Seiri, Seiton and Seiso are conducted emphasizing the places identified. Each step of the
improvement activities should be carried out within ten days.
3) Taking photographs from a fixed location
Photographs of visible problems at each step, and subsequent changes through
improvement activities, are taken from fixed locations and exhibited by attaching them to
5S Improvement Records for Posting.
4) Comments
The 5S group leader of each workplace enters personal comments on the results of
improvement activities at each step in the 5S Improvement Records of Posting.
5) Ratings
Ratings are expressed by the number of gold star stickers. Five gold stars indicate a very
good achievement.
6) Backsliding prevention measures
In order to prevent backsliding, photographs taken in Step 4 are collected and posted for
long periods of time so that all members in the 5S group will see the accomplishments
shown in the photographs and this will become the standard by which the workplace is kept
tidy.
69
5S IMPROVEMENT RECORDS
WORKPLACE LOCATION NO.
STEP 1 DATE
STEP 2 DATE
STEP 3 DATE
STEP 4 DATE
WORKPLACE LOCATION NO.
STEP 1 DATE
STEP 2 DATE
STEP 3 DATE
STEP 4 DATE
The 5S Improvement Record forms should be enlarged so that photographs

can be attached over the pictures of the cameras. Records of two locations
can be entered on one sheet.
Here is a need for
SEIRI
70
MASTER PLAN STEP 6: Periodic 5S Audits
l Establish 5S evaluations and incentive plans.

l Conduct 5S audits regularly by auditors.
l Organize 5S inter-departmental competitions to sustain
activities.
l Periodically award groups and individuals
implementing good 5S practices in appreciation for
participation.
l Organize study tours to other companies practicing 5S
so that the mutual exchange of ideas will help to bring
about improvements.
l Organize 5S inter-company competition to prevent
backsliding and for further upgrading.
Methods of auditing and guiding Super 5S are detailed in Part 4. See the
example Rules for Participating in Super 5S Inter-Departmental
Competition in Part 4.
An outside 5S consultant should be commissioned to guide and judge an
internal 5S competition.
71
PART 4
5S
How to Audit and Guide
SUPER 5S Activities
Twelve Focal Points Super 5S Auditors Should Examine
Rules for Participation in Super 5S Inter-Departmental Competitions (four
pages)
A Super 5S Evaluation Form for Factory / Operation Site
A Super 5S Evaluation Forms for Office
A Super 5S Evaluation Summary
5S Guidance Stickers (here is a need for Seiri, Seiton or Seiso)
5S Guidance Stickers (here is an excellent example of 5S practice)
Ten Useful Hints for Winning Super 5S Competitions
Passport to Successful 5S - pages 1 and 4
Passport to Successful 5S - pages 2 and 3
72
Twelve Focal Points Super 5S Auditors Should Examine
l Do the CEO and managers support Super 5S program?

l Are people proud of their workplaces?
l Are workplaces clean and organized?
l Are workplaces safe for people to work in?
l Are machines and equipment clean and well maintained?
l Are items easy to retrieve?
l Are machines and tools conveniently located?
l Are inventories stored for FIFO retrieval?
l Are products free from dust?
l Do people clean daily without prompting?
l Are the uniforms worn by people clean and tidy?
l Is a good image of the enterprise reflected in its people?
A 5S audit is conducted according to the method of Super 5S inter-

departmental competitions.
Auditors evaluate and record each department s level of 5S practice
according to its achievement in the six major objectives of Super 5S
program: Productivity, Quality, Cost, Delivery, Safety and Morale.
Auditors may use the Super 5S evaluation forms (for factory / operation
sites and offices).
The method for filling out the Super 5S evaluation forms is described in the
rules for participating in Super 5S inter-departmental competitions.
73
Rules for Participating in Super 5S Inter-Departmental Competitions - 1
1. Objectives
Proposed competitions are aimed at improving the organization s
total productivity through everyone s participation in the Super 5S
program.
Qualification for Participation
Any department which is implementing 5S on a certain level is eligible
for participation.
3. Competition Period
Each competition will be organized for a period of 6 months, two times
a year on a continuing basis.
4. Auditing Team
An auditing team appointed by the Super 5S Steering Committee will
visit each competing department and evaluate its Super 5S activities at
the end of each competition period.
5. Super 5S Evaluation Forms
One of the following Super 5S Evaluation Forms will be used by the
auditors according to the function of the participating departments:
SUPER 5S EVALUATION FORM - FACTORY / OPERATION SITE DEPARTMENT:
ITEM FOCUS SCORE

1 materials / parts are they conveniently located and labeled for easy retrieval? 10 8 6 4 2
2 work-in-process are they conveniently located for easy handling? 10 8 6 4 2
3 finished products are they conveniently located and labeled for easy retrieval? 10 8 6 4 2
4 defective / rejects are they clearly labeled for separation from good items? 10 8 6 4 2
5 machines / equipment are they clean, safe, well-maintained and convenient to operate? 10 8 6 4 2
6 wiring / piping are they laid out in a tidy, safe and convenient manner? 10 8 6 4 2
7 dies / tools / jigs are they conveniently labeled and placed at designated locations? 10 8 6 4 2
8 spare parts / lubricants are they conveniently labeled and placed at designated locations? 10 8 6 4 2
9 containers / pallets are they clean and conveniently placed at designated locations? 10 8 6 4 2
10 racks / shelves / cabinets are they dust-free, tidy and conveniently labeled for items stored? 10 8 6 4 2
11 carts / wagons / forklifts are they well-maintained and placed at designated locations? 10 8 6 4 2
12 lifts / conveyers / cranes are they clean, tidy, safe and well-maintained? 10 8 6 4 2
13 desks / tables / chairs are they clean and organized inside and outside? 10 8 6 4 2
14 forms / files / records are they up-to-date, easy to retrieve and at convenient locations? 10 8 6 4 2
15 floors / passages / stairways are they dust-free, tidy, safe and well-maintained? 10 8 6 4 2
16 walls / windows / ceiling are they dust-free, tidy, safe and well-maintained? 10 8 6 4 2
17 lighting / ventilation are they adequate for efficient operation? 10 8 6 4 2
18 working wears / shoes are they clean and do they present a good image? 10 8 6 4 2
19 safety devices are they conveniently located for use and well-maintained? 10 8 6 4 2
20 fire extinguishers / fire exits are they adequate and cleaned regularly? 10 8 6 4 2
21 cleaning tools / waste baskets are they clean, tidy and well-maintained? 10 8 6 4 2
22 canteens / toilets / lockers are they clean, tidy and well-maintained? 10 8 6 4 2
23 external areas / gardens are they clean, tidy, safe and do they present a good image? 10 8 6 4 2
24 security guards / car parks are they clean, tidy, safe and do they present a good image? 10 8 6 4 2
TOTAL SCORE (a)
NO. OF ITEMS EVALUATED (b): ADJUSTED SCORE = (a) / (b) x 10
BONUS SCORE FOR SUPER 5S PRACTICE 20 15 10 5 0
FINAL SCORE
SUPER 5S PRACTICE IDENTIFIED: COMMENTS FOR IMPROVEMENT:
AUDITOR: DATE:
74
(a) Super 5S Evaluation Form - Factory / Operation Site

(b) Super 5S Evaluation Form - Office
6. Evaluation
1) Two Aspects of the Evaluation
Evaluation scores will be recorded by each auditor in two aspects of
Super 5S activities for each participating department:
(a) Scores on the 5S Level Achieved
(b) Scores on the Super 5S Practice Identified
2) Evaluation on the 5S Level Achieved
Each auditor is expected to mark his score on each itemized question
listed on the form and enter the added total score in the space TOTAL
SCORE (a). ADJUSTED SCORE (maximum 100) will be obtained by the
the following formula:
ADJUSTED SCORE = TOTAL SCORE (a) / NO. OF ITEMS EVALUATED
(b) x 10
ITEM FOCUS SCORE

TOTAL SCORE (a)
FINAL SCORE
AUDITOR: DATE:
75
3) Evaluation of the Super 5S Practice Identified

Each auditor is also expected to look for Super 5S practice(s)
implemented in each department, and give an additional score to
such good practice(s) according to it(s) value(s) in the space BONUS
SCORE FOR SUPER 5S PRACTICE(S) provided on the form
(maximum 20).
4) Final Score
The ADJUSTED SCORE (for 5S level achieved) and the BONUS
SCORE FOR SUPER 5S PRACTICE(S) are totaled and become the
FINAL SCORE (maximum 120).
5) Auditor s Explanation on Super 5S Practice(s) Identified
Each auditor should explain his reason(s) for awarding a BONUS
SCORE in the space SUPER 5S PRACTICE(S) IDENTIFIED.
6) Auditor s Comments for Future Improvement
Each auditor is advised to state his comments for future improvement
suggested in the space COMMENTS FOR IMPROVEMENT.
ITEM FOCUS SCORE

TOTAL SCORE (a)
FINAL SCORE
AUDITOR: DATE:
76
7. Awarding
With better results and psychological effects in mind, the
implementing organization should work out an awarding method that
can encourage, but not discourage, the participating colleagues and
departments toward intended objectives.
Congratulations!
PRODUCTIVITY AWARD
FOR
BEST WINNER 1997
IN 5S INTER-DEPARTMENTAL
COMPETITION
IMPROVE YOUR PRODUCTIVITY

THROUGH 5S ACTIVITIES
77
ITEM FOCUS SCORE

TOTAL SCORE (a)
FINAL SCORE
AUDITOR: DATE:
Enlarge this form to A4 size.
78
SUPER 5S EVALUATION FORM - OFFICE DEPARTMENT:
ITEM FOCUS SCORE

1 desks / tables / chairs are they tidy and conveniently organized? 10 8 6 4 2
2 cabinets / shelves are they clean and labeled for the easy retrieval of things needed? 10 8 6 4 2
3 documents / files are they clean and systematically organized? 10 8 6 4 2
4 forms / office supplies are they tidy and conveniently stored for retrieval? 10 8 6 4 2
5 telephones are they clean and well-maintained? 10 8 6 4 2
6 facsimiles are they clean and well-maintained? 10 8 6 4 2
7 typewriters / word-processors are they clean and well-maintained? 10 8 6 4 2
8 computers / monitors are they clean and well-maintained? 10 8 6 4 2
9 printers are they clean and well-maintained? 10 8 6 4 2
10 copying machines are they clean and well-maintained? 10 8 6 4 2
11 electric wiring Is it tidy, safe and conveniently laid out for operation? 10 8 6 4 2
13 floors / walls / windows / ceiling are they dust-free and well-maintained? 10 8 6 4 2
14 fire extinguishers are they adequate and well-maintained? 10 8 6 4 2
15 emergency exits are they adequate and clear of obstacles in case of emergencies? 10 8 6 4 2
16 safety devices are they adequate and well-maintained? 10 8 6 4 2
17 working clothes / shoes are they clean and do they present a good image? 10 8 6 4 2
18 waste baskets are clean and well-maintained? 10 8 6 4 2
19 10 8 6 4 2
20 10 8 6 4 2
21 10 8 6 4 2
22 10 8 6 4 2
23 10 8 6 4 2
24 10 8 6 4 2
TOTAL SCORE (a)
FINAL SCORE
AUDITOR: DATE:
79
SUPER 5S EVALUATION SUMMARY ORGANIZATION: DATE:
DEPARTMENT DATE OF AUDIT ADJUSTED PT. SUPER 5S PT. TOTAL PT. RANKING AUDITOR
80
Here is a need for Here is a need for Here is a need for Here is a need for
SEIRI SEITON SEITON SEISO
Three kinds of stickers in different colors for SEIRI (red), SEITON (blue)
and SEISO (green) are used respectively by the 5S auditor for corrective
actions as illustrated below:
Here is a need for

K.T.
SEITON 6/16/97
6/16/97
When the auditor identifies a

place in need of 5S Kaizen,
paste an applicable sticker to
the specific location for action
by the individual or group in
charge. In these examples,
stickers for SEITON are
applied. 6/16/97
81
Here is an Here is an Here is an
Excellent Example Excellent Example Excellent Example
of 5S Practice of 5S Practice of 5S Practice


The sticker for congratulation is used by the 5S auditor when he identifies a

Super5S practice as shown below:
here is an
Excellent Example
of 5S Practice
K.T.
6/16/97
82
Ten Useful Hints for Winning Super 5S Competitions
l Two heads are better than one - try brainstorming.

l Look for inconvenient areas to improve.
l Look for disorganized areas to improve.
l Look for unsafe areas to improve.
l Look for dirty or untidy areas to improve.
l Look for seven categories of waste to eliminate.
l Clean the surface of machines extensively.
l Pay more attention to common areas including
canteens, toilets, gardens, external passages and car
parks.
l Show evidence that more colleagues are involved in
Super 5S activities.
l Make your Super 5S practices more visible.
Seven Categories of Waste:

1) Waste arising from overproduction
2) Waste arising from defects
3) Waste arising from waiting time / delays
4) Waste arising from the accumulation of work-in-process
5) Waste arising from transport
6) Waste arising from process
7) Waste arising from unnecessary motions or actions
If you make a thorough analysis into the origin of these categories of waste
and practice Super 5S so as to eliminate this waste, you will reduce costs
and improve productivity.
83
How to do 5S Step by Step 4 PASSPORT TO SUCCESSFUL 5S 1
STEP 1 STEP 2 STEP 3 STEP 4
Seiri 1 Seiri 2 Seiri 3 Seiri 4 What is 5S?
Seiton 1 Seiton 2 Seiton 3 Seiton 4 Seiri: Sort and discard unnecessary items in the
Seiso 1 Seiso 2 Seiso 3 Seiso 4 workplace.
Seiketsu 1 Seiketsu 2 Seiketsu 3 Seiketsu 4 Seiton: Arrange necessary items so that they can
Shitsuke 1 Shitsuke 2 Shitsuke 3 Shitsuke 4 easily be selected for use.
T
A Keep only Do not put Separate work Create more Seiso: Clean your workplace completely so that
R necessary anything on areas from space for there is no dust on the floors, machines or
G items the floor passageways effective use
equipment.
E Assign items Make needed Reduce Reduce
T a place items searching walking Seiketsu: Keep one s workplace productive and
S . accessible time distances comfortable by repeating Seiri-Seiton-
In each Increase the Increase the Keep all the Seiso.
section clean number of number of machines
one machine clean clean clean and Shitsuke: Train people to follow good work habits.
well machines machines shiny
Create a Create a Create a Create a
clean comfortable healthy and highly
workplace workplace safe productive
workplace workplace 5S is fundamental to productivity improvement
Discard Use wagons Draw lines to Reduce
unnecessary to transport separate excess
items more items passageways inventory 5S Contributes to PQCDSM
often - for people -
Arrange Remove Use labels to Place Productivity - increased competitiveness
A
items by type obstacles simplify frequently
C
and size around retrieval used items Quality - no defects
TI - needed items - close by
O Cost - no waste
N Select a Use more Prevent Combine
S machine and convenient machines cleaning Delivery - no delays
clean it cleaning from getting with
completely tools dirty inspection
Safety - no accidents
Clean one s Set up a Eliminate Introduce
workplace cleaning hazards creative Morale - good teamwork
daily schedule thinking
Copy this on one side of the paper and copy the next page on the reverse
side, to make a handy 5S manual.
84
Checklist for Step 3 2 Checklist for Step 4 3
checkpoints score checkpoints score
The 5S Activity Bulletin Board is well- 5S inspections are practiced and recorded at
1 organized and data are updated 1 starting and closing times
The locations for materials, components and Jigs and tools are easy to return to their
2 work-in-process are labeled for easy retrieval 2 designated locations
Dies, jigs, fixtures and tools are conveniently Dirt and stains on machines are removed
3 located so that there is no need to search 3 immediately
Bolts, nuts, components and other materials Things that cause dirt or stains are eliminated
4 are not kept on the floor 4 -
Passages and operation areas are clearly Tools and measurement devices are
5 indicated and separated by distinct lines 5
periodically checked and failures are fixed
Failures found are immediately fixed (uneven People are active in implementing Kaizen for
6 floor, projections, machine failures, etc.) 6 the improvement of safety, quality and cost
Areas difficult to clean are cleaned Violators of rules are warned by colleagues
7 periodically 7 -
Without searching tools or documents can be Components, tools and documents are labeled
8 retrieved in less than 30 seconds 8 and easy to retrieve
Rules for 5S practice are implemented and are Rules are strictly observed (punctuality,
9 observed without prompting 9 cleaning at the end of the day, etc.)
A 5S patrol is regularly conducted by 5S is well maintained and upgraded through

10 supervisors for continued improvement 10 creative activities
Score: Satisfactory - 5 Tackled - 3 Not Tackled - 1 Score: Satisfactory - 5 Tackled - 3 Not Tackled - 1
Copy this on the reverse side of a copy of the previous page, to make a
handy manual.
85
PART 5
A Collection of
Photographs
Illustrating
SUPER 5S Practices
Photographs Taken at 4 Model Organizations in Singapore
Photographs Taken at 9 Model Organizations in Thailand
HERE is an
Excellent Example
of 5S Practice
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NORMAL CHECK STOP
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TOOLS IN USE
TOOLS AFTER USE
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The End
of the
Presentation
Thank You Very Much
for Your Participation
Kazuo Tsuchiya
Postscript
Have you decided to implement the program of Super 5S? It is a matter of
course that before participating in this program you must prepare elaborate
plans (preparations and plans) according to the cycle of management (plan,
do and see). At this stage, since seeing is believing, a very effective
approach to success would be to visit or organize study tours to model
Super 5S companies and exchange information with those involved in
implementing Super 5S activities.
As I said before, since 1986 I have had the experience of guiding 5S
activities in many countries for about ten years. During this time I have tried
to improve this book to make it easier for non-Japanese to understand. The
title of this book has changed according to these revisions as follows:
1986: How to Implement 5S Activities in Your Organization
1990: Introduction to Advanced 5S Activities
1995: Introduction to Super 5S Engineering
1997: Super 5S is for Everyone
The reason I have lately added super is that I intend to make the program
surpass the generally understood level of 5S. I want to indicate to those
involved in 5S practices the objectives and substance of being more and
more creative, being more human and contributing more to productivity.
132
T
equipment.
T a place items searching walking Seiketsu: Keep ones workplace productive and
Arrange Remove Use labels to Place
Productivity - increased competitiveness
A
C and size around retrieval used items Quality - no defects
O Cost - no waste
Clean ones Set up a Eliminate Introduce

T
equipment.
T a place items searching walking Seiketsu: Keep ones workplace productive and
Arrange Remove Use labels to Place Productivity - increased competitiveness
A
C
and size around retrieval used items Quality - no defects
O Cost - no waste
Clean ones Set up a Eliminate Introduce
133
7 periodically 7 -
9 observed without prompting 9
cleaning at the end of the day, etc.)

10 supervisors for continued improvement 10
creative activities

7 periodically 7 -
9 observed without prompting 9
cleaning at the end of the day, etc.)

10 supervisors for continued improvement 10
creative activities
134
SUPER 5S PROGRESS CHART FOR TWO-YEAR MASTER IMPLEMENTATION PLAN FROM / / TO / /
PHASE PREPARATION PENETRATION AND ADVANCEMENT MAINTENANCE AND UPGRADING
STEP SUPER S PROGRAMS
MONTH
Preparations
* Understanding philosophy and benefits of Super 5S by CEO
* CEO s visit to Super 5S model companies
1 * CEO s commitment to Super 5S implementation
* Organize Super 5S Working Committee
* Appoint Super 5S facilitators
* Train Super 5S facilitators and practitioners
CEO s Official Announcement

* CEO officially announces implementation of Super 5S for 2 years
2 * CEO explains objectives of Super 5S program to all colleagues
* Publicize Super 5S organization and assignments by area
* Promote Super 5S with banners, posters and newsletters
* Organize basic Super 5S training programs for all colleagues
Big Cleaning by All Colleagues

* Organize a full-day of Big Cleaning Day twice a year
* Organize small groups who are responsible for assignments in divided
areas of the company s premises.
3 * Provide enough cleaning tools and materials
* Implement a company-wide big cleaning for one day
* Big cleaning includes the elimination of unnecessary items and wastes
Initial Seiri
* Establish a Disposal Standard for unnecessary items
* Organize a full-day of Seiri activity twice a year
* Everyone concentrates to identify and stratify unnecessary items for
4 elimination
* Unnecessary items that cost a lot should be evaluated so as to prevent
the occurrence of such waste
Daily Seiri, Seiton and Seiso

* Seiri: Throw away things that are not needed and not being used
* Seiton: Improve locations and methods for storing things so that
5 searching time is minimized
* Seiso: Set up a daily cleaning schedule for the creation of a healthy and
comfortable workplace
* Motivate colleagues to come up with creative improvements
Periodic Audits on Super 5S

* Establish a Super 5S evaluation and incentive plan
* Conduct a Super 5S audit regularly by auditors
6 * Organize a Super 5S inter-departmental competition for upgrading
* Award groups and individuals for their contributions
* Organize study tours to other companies doing Super 5S
* Organize Super 5S inter-company competition to sustain the program
135

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Super 5 S

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A Nation Grows with Improved Productivity

Revised 1998 - 07 Presented by Kazuo Tsuchiya

This textbook consists of five major parts and appendices:

The Structure of Part 1:

Western management worships at the altar of innovation. This innovation is

Focus Kaizen Innovation

Effect Long-term but undramatic Short-term but dramatic

Pace Small steps Big steps

Timeframe Continuous and incremental Intermittent

Change Gradual and constant Abrupt and volatile

Approach Group efforts Individual ideas and efforts

Involvement Everybody Selected few

Mode Maintenance and improvement Scrap and build

Know-how Conventional know-how Technological breakthrough

Requirement Little investment Large investment

Orientation People Technology

Evaluation Process and efforts Results for profits

The difference between the two opposing concepts of Kaizen and

From Aesop s Fables

HIGHER STANDARD ACHIEVED THROUGH INNOVATION IS

Whereas innovation is a one-shot deal whose effects are gradually eroded by

5S Seiri, Seiton, Seiso, Seiketsu, Shitsuke

KSS Kaizen Suggestion System

TQC Total Quality Control

TPM Total Productive Maintenance

JIT Just-In-Time Production

Process-oriented Group efforts

Why implement 5S first?

You ll know all about it

In excellent Japanese companies, management is making efforts to develop,

A company that is implementing

An adept productivity consultant can immediately evaluate a company s

In the process of implementing the program, all 5S participants can learn

l The workplace gets cleaned up and better

Among various Kaizen activities, a Super 5S program probably generates

l It is within the reach of companies of

understand; it does not require one

A Super 5S program is within the reach of companies of any size. My

l They are Se-i-ri, Se-i-to-n,

The origin of the term 5S

Seiri is the sorting out

General definition of Seiri

Seiton is the arrangement of

General definition of Seiton

Seiso is cleaning up one s

General definition of Seiso

Seiketsu is maintaining one s

General definition of Seiketsu

Shitsuke is training people to

General definition of Shitsuke

l A 3rd class workplace:

Which class does your workplace belong to?

Continued commitment and

The first prerequisite for the success of a Super 5S program is the

The Structure of Part 3:

Step 2: The CEO s Official Announcement

Step 3: Big Cleaning by All Colleagues

Step 4: Initial Seiri

Step 5: Daily Seiri, Seiton and Seiso

Step 6: Periodic 5S Audits

CEO s Official Announcement

Big Cleaning by All Colleagues

Daily Seiri, Seiton and Seiso

Periodic Audits on Super 5S