5 S

5S Summary
5S is a Japanese based methodology that has been

transferred and adopted by companies through out the
world as a fundamental building block upon which to apply
Continuous Improvements, achieve ISO accreditation and
roll out Lean operations
5S is often thought of as a way to clean up a factory,

however this is merely a side effect! The prime goal of a 5S
implementation is to increase the pride and ownership of
shopfloor staff in the environment they work in and the
operations they perform. Thus 5S is applicable to both the
office environment and the factory floor. Efforts should be
made to ensure this happens!
Fundamentally we want to create the 5 pillars of the Visual

Workplace and do so by making small improvements every
day. 5S is not project to clean up the factory
A TEN STEP JARGON FREE
GUIDE, EXPLAINING 5S
CONCEPT, WHY AND WHERE IT
CAN BE USED AND HOW TO
IMPLEMENT IT IN YOUR
BUSINESS.
For more information on this or any other “Ten Steps” guides please visit the Agility Groups website For more information on this or any other “Ten Steps” guides please visit the Agility Groups
website
http://www.dur.ac.uk/Agility http://www.dur.ac.uk/Agility
Ten Steps to 5S 8. Sustain. Utilise the 5 whys and root cause problem solving to
ensure 5S conditions are held. Assign responsibilities both .at the
Plan team and individual level
1. Plan a course of Action. Select a 5S champion who will drive Check
the implementation through the business. Provide a resource 9. Continuously Improve 5S. Progress the 5S by measuring and
center for necessary documentation and establish a schedule of benchmarking the results achieved. Try to find a same sized local
roll out and expected progress. company that does 5S in a different sector.
2. Educate & inform those involved. Communicate to those Act
involved what 5S is, what outcomes are expected. Try to ensure 10. Make 5S a habit & deploy to other areas. Celebrate your
buy in and that none are left behind. Stress that blame will no successes and prepare to continue the 5S. Compare actual goals
longer be dished out to be replaced by root cause problem with the goal line sheet. Ensure 5S procedures established are
solving. adhered to.
3. Choose, evaluate & record a starting area. Choose one area to
roll out the 5S methods. Document & record this area thoroughly, Duration of 5S
with photographs and mappings for example. Be respectful of
personal areas. Conduct a “base line” 5S appraisal. Establish the 5S is not a project. It is a continuous activity to be performed across
goals to be achieved with the team and post these in the resource the business; however it is likely that with the first implementation a
centre. significant amount of time may be required, especially if you want
Do some immediate gains; if much “stuff” needs to be cleared out or
4. Sort. Items are categorised by use and unnecessary items significant painting needs to be undertaken. This will soon pan out to
removed from production a continuous level of repetitive 5 or 10 minute activities as well as
5. Set. Access is simplified and locations marked out for volumes repetitive maintenance type activities.
and are clearly labelled.
6. Shine. Work teams establish 5 or 10 minute routines for cleaning When to do 5S
up. Also visual sweeping to see if anything is wrong with Sort or
Set. Immediately! 5S is the corner stone of the visual workplace and
7. Standardise. Reviewing the Sort, Set and Sweep activities to forms a fundamental aspect of a Lean or Agile manufacturing
ensure best practice by all, particularly across shifts. environment. It may be tempting to go for SMED to get more direct
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and obvious gains but all Lean implementations succeed or fail upon 5S
their 5S building block. To start 5S, it is first beneficial not to push on into SORT
immediately especially if staff are sceptical of the latest management
Costs of 5S fad to be implemented are their expense:
The costs of 5S are difficult to quantify, however few resources • Using the 5S Current Action Board, shown in figure 1, ask
outside the factory or office involved are utilised and no new each member of the group (1 Action Board per group/area)
equipment needs to be purchased. The most direct cost involved will what they wasted their time doing over the last week.
be laminations and printing costs, which can be a lot. Indirect costs • Ask the group for a solution to the problem, do not propose
incurred by taking up staff time are minimal as it is preferred to one yourself unless their really stuck
utilise daily production meetings to progress 5S. Immediate gains • Work the board assigning responsibility and deadlines for
may incur some overtime costs either for painting or good clear outs. implementation
Finally a non-cash prize may be beneficial, especially if it’s a team • Do this at least twice and make sure it doesn’t take too long,
exercise. This can be anything from a barbecue day to some sort of then push on into SORT & 5S properly
extreme activity such as go-karting to paintballing, importantly let the
teams decide, they might want refurbished toilets or a better canteen. Sort: Items are removed from the work area into a “red tag” area, in
the process each item is red tagged, detailing why it was removed, by
Value of 5S who and when. This red-tag area has an agreed upon life time in
which red-tag items are available and can be removed if required.
Once you’ve done 5S you’ll wonder how you managed without it. Once the time has expired, sell what you can (ebay helps) and chuck
Especially since it improves morale and ownership of the work place, the rest. Being relentless is advised since the workforce will be
encourages participation and continuous improvements. Productivity watching to see if this is the latest fad.
will increase as will quality, but this may be difficult to quantify and
attribute unless a good measurement technique is in place. Set: With only the necessary equipment present in the work area, the
The value of 5S is to use the ingenuity of your staff not to spend concept is
money on new equipment, this links improvements and the • To pareto the equipment so that the most used items are the
elimination of problems back to your staffs ideas. closest to where they are needed
• To signpost these positions, in a very obvious and over the top
manner so that at a glance it is apparent that something is
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missing or out of place, the signage should be sufficient for • Automating the cleaning is a goal and staff should be
someone new to the area to be able to work out where encouraged to use their resourcefulness to automate any
everything should go: cleaning activities.
o Floor tape can be used to mark out floor positions; you
may want to change your mind later; Standardise: Through maintaining the gains made in sort, set and
o Shadow boards can be used for tooling etc shine the gains are effectively standardised and the bad old days are
o A “map” detailing the layout of the area avoided. Drawing up a schedule of activities is effective in ensuring
staff understand what needs to be done, when, where and how.
Shine: With everything in its optimum place and well signposted, its Integration of 3S activities into daily work through standardisation
time to clean up the work environment, this step can have a dramatic will ensure that 3S conditions are maintained rather than re applied as
visual impact 3S conditions are seen to be slipping.
• Ensure the place is light, airy and well lit, this ensures that any 5S patrols (see below) can be used to help staff gauge their own
problems are easily noticed, it’s pleasant to work in and nice successfulness in improving the area and maintaining those
to show to customers. improvements. Permanent sort set and shine leads to permanent
• Paint can be used to make an area brighter and different standardisation.
colours can be used to make different product variants
obvious. Sustain: Making 5S an automatic habit is the goal of the sustain
• “5 min” shine activities, prevents the build up dirt and element however it differs from the previous S’s in that it is not
maintains the orderliness of the area. Let the staff define their directly measurable nor implemented through a “set” number of
own 5 min shine routines, by challenging them to maintain the techniques. Rather by winning hearts and minds through the previous
improved conditions. 5 min shine activities do not have to S’s we ensure that an improvement culture with a positive attitude
take 5 minutes and actual times will be dependent upon prevails and improvements are sustained.
individual circumstances.
• Ownership of equipment by operators should be encouraged; 5S Patrols
the final goal of shine activities is to have operators doing Patrols are performed by the staff in their own areas, with some
their own preventative maintenance on their own machines external supervision, it is a regular event and the results are posted on
and equipment, this is then integrated into the “5 min” daily the current action board. An example patrol sheet follows but should
activities. be re-interpreted to achieve the goals you require.
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Fully Poorly
5S Patrol Sorting Implemented Implemented
Patrol members: Date: ID# 5 4 3 2 1
Notes: 1S1 Have all team members been trained on 5S
1S2 Are employees aware of the benefits of 5S
Area: 1S3 Have sort criteria been established

Are unnecesary items not present in the area eg.
1S4 tooling, stock, dated info
Are staff aware of the procedure for disposing of
1S5 unnnecessary items
Fully Poorly Is a reliable method in place to stop unneccesary
Sorting Implemented Implemented 1S6 material building up
ID# 5 4 3 2 1 Does a process exist for team members to continue
1S7 further improvements
1S1 Have all team members been trained on 5S
Fully Poorly
1S2 Are employees aware of the benefits of 5S Set in Order Implemented Implemented
ID# 5 4 3 2 1
1S3 Have sort criteria been established Is everything in its place (other than those items being
Are unnecesary items not present in the area eg. 2S1 used)
1S4 tooling, stock, dated info
Are staff aware of the procedure for disposing of 2S2 Is storage well organised
1S5 unnnecessary items Are items easily/conveniently obtained by team
Is a reliable method in place to stop unneccesary 2S3 members
1S6 material building up Do all members of the team know where items are
Does a process exist for team members to continue 2S4 stored/located
1S7 further improvements Is their a process for storing and controlling the
2S5 correct amount of items
Can it easily be determined if the correct amount of
2S6 items are present
Is visual management present eg. signboards,
2S7 colour coding, shadow boards
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Fully Poorly Fully Poorly
Shine Implemented Implemented Implemented Implemented
Sustain
ID# 5 4 3 2 1
ID# 5 4 3 2 1
Are the safety and housekeeping policies being
3S1 Is the area clean and orderly
5S1 followed
3S2 Is the floor free of dirt, grime, grease, oil, swarf etc
5S2 Are the previous patrol ratings posted
Are tooling and equipment working and in good clean
Are the goal and timelines for 5S clearly understood
3S3 order
5S3 and posted
Are there conveniently located bins for swarf, rubbish
Is safety data posted in appropriate and prominent
3S4 etc. and are they emptied regularly
5S4 positions
Are manuals, labels and tagging in good order and
Is their sufficient safety items in the area and access
3S5 condition
5S5 to them
3S6 Are areas clearly demarcated

5S6 Is the team conforming to those safety precautions
Are all the necessary cleaning utensils and agents
Is their confidence in the team that 5S is improving
3S7 avaialble and in good order
5S7 the area
Has the team developed 5S five minute routines
3S8 Is the area bright (paint and light) and well lit
5S8 sufficient for the area
Is the team happy that the five minute 5S routines are
3S9 Is their a cleaning schedule present 5S9 sufficient
Are their any problems sticking to the cleaning
3S10 schedule
3S11 Are the five minute shine procedures sufficient

Supervisors
The role of the supervisor / team leader is paramount in the
application of 5S and are key to ensuring that 5S occurs on the shop
floor, they require both the training and the clout to realise change
otherwise conditions will always seesaw between 3S conditions and
the bad old days.
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Goal Current Target
Example Goal Line sheets Line Set Date Date
Tools, books, supplies, materials etc are
Goals
1
randomly located
Designated areas have been established for
2
necessary equipment
1 3
Designated locations exist for materials and
equipment on the shop floor
A good "visual sweep" method is in place to
establish if anything is missing or out of place
2 4
or if excess materials quantities are present
A good method is in place to provide continual
5
evaluation and implement improvements
3
Goal Current Target

Line Shine Date Date
Goal Current Target Manufacturing area, machines & equipment are
Line Sort Date Date 1 dirty greasy etc.
Necessary and unnecessary items are mixed Regular and scheduled cleaning occurs by all
1
together in the work area 2 staff
Necessary and unnecessary items are seperated A method of improvement activities for
2
(includes excesss inventory) 3 automated cleaning are in place
All unnecessary items have been removed from 3S standards are being implemented and
3
the work area 4 scheduled
A good method for maintaing the area free of Documented methods of improvements
4 activities is in place (story boards)
unnecessary items has been established 5
5
Staff are continuously suggesting improvements
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Goal Current Target
Line Standardise Date Date
Methods are being improved, but changes aren't
1
being documented
Changes are being incorporated and
2
documented
Best current methods are being documented by
3
oprational staff
Information on process improvement
4
achievement are documented and posted
All employees are continuously seeking the
5
elimination of waste.
Goal Current Target

Line Sustain Date Date
Mnimal attention is being spent on
1
housekeeping & safety
A recognisable effort is being made to improve
2
the workplace
5S agreements and safety policies are being
3
developed & utilised
Follow through on 5S agrements and safety
4
policies is evident
General appearance of, a confident
5 understanding if, and adherence to the 5S
program.
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Current Action Board
Goal Line Sheets
Standardise
Sustain
Date
Shine
Sort
Set
5S Activities Started Target Check Item?
1
5 5S Patrol Sheets
10
Figure 1. An example Current Action Board
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id:
Removed because
id: Date For further information on this, or any of out other “Tensteps”
Removed because guides, please visit the Agility Groups website at
http://www.dur.ac.uk/Agility or call (0191) 3342487
Equipment Tagged by
Copyright Notice
© 2002 The Agility Group. All Rights Reserved.
Date
You may print and distribute this document within your company, on
Department condition that you acknowledge, and display this copyright. You
Tagged by Equipment / area removed
may not sell, or use the contents of this document for commercial
gain, other than by improving your own company’s efficiency and
Department
ability to meet its customer needs.
Figure 2. Red tag for items not needed

id: id: Date
Damage Description
Damage / Breakage Description
Tagged by
Date
Department
Tagged by
Department
Figure 3. Red tag for items broken.
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5S Summary

5S is a Japanese based methodology that has been

5S is often thought of as a way to clean up a factory,

Fundamentally we want to create the 5 pillars of the Visual

Notes: 1S1 Have all team members been trained on 5S

1S2 Are employees aware of the benefits of 5S

Area: 1S3 Have sort criteria been established

3S6 Are areas clearly demarcated

3S11 Are the five minute shine procedures sufficient

Goal Current Target

Goal Current Target

Figure 1. An example Current Action Board

Figure 2. Red tag for items not needed

Figure 3. Red tag for items broken.

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