The 5s Housekeeping Approach Within Lean Manufacturing

What Is 5S?

5S is a set of techniques providing a standard approach to housekeeping

within Lean . 
It is often promoted as being far more than simply housekeeping and some of the
elements described below certainly have broader implications.

It originated, as did most of the elements of JIT, within Toyota. 

A cornerstone of 5S is that untidy, cluttered work areas are not productive. 
As well as the physical implications of junk getting in everybody's way and dirt
compromising quality, we are all are happier in a clean and tidy environment and
hence more inclined to work hard and with due care and attention.

Naturally enough, the elements of 5S are all Japanese words beginning with the
letter S. Since their adoption within Western implementations of JIT, or Lean ,
various anglicised versions of the terms have been adopted by different writers and
educators. These are listed below against the individual elements and it can be seen
that none are entirely satisfactory.

Lean Manufacturing Housekeeping 5S "pillars"

The individual items within 5S are known as the "pillars" and are:

1. 5s Seiri (Sort)

Seiri is the identification of the most successful physical Organisation of the

workplace. 
It has been variously anglicised as Sort, Systematisation or Simplify by those
wishing to retain the S as the initial letter of each element.

It is the series of steps by which we identify things which are being held in
the workplace when they shouldn't, or are being held in the wrong place.

Put simply, we may identify a large area devoted to tools or gauges, some of
which are needed regularly and some used infrequently. This brings all sorts
of problems, including:

o Operators unable to find the item they need, being unable to see wood
for trees. The time spent searching is a waste (or in Japanese speak a muda) and if
we only held the items needed regularly in a prominent position we would save
time.
o Quality issues when gauges are not calibrated on time because too
many are held. 
o Safety issues when people fall over things. 
o Lockers and racking cluttering the workplace making it hard to move
around or to see each other and communicate. 

Some of the standard texts also talk about the elimination of excess
materials and WIP. 
This is a complete restatement of all the JIT goals of releasing capital,
reduced movement, shorter cycle times and so on. The question may be
asked: should we then see inventory and WIP reduction as part of the
implementation of the lean approach or as an element of 5S? The answer, as
ever, is that keeping inventory and WIP to a minimum is simple good
practice. Whether we view it as JIT, or lean, or 5S or assign any other term is
quite frankly irrelevant.

The major element of Seiri is simply a critical look at the area. Involving
cross-functional teams, or looking at each other's areas, is an obvious first
step. People tend to be blind to failings in their own work place and a fresh
pair of eyes can be useful.

Another element of the standard approach is 'red tagging' where items are
given a tag which says what the item is, which location it is in and when it
was identified in this location. We then leave the area for a while and
anybody using the item notes this. We go back some time later and can
readily identify things that haven't moved, or been used. 
Items which have not been used can then potentially be disposed of. As a
first pass we should perhaps create a quarantine area before throwing items
away, selling them or reworking them into something else. Other items may
be deemed necessary but used infrequently and so an alternative location
can be found. If the operator needs a particular tool only once or twice a
month then a 20-yard walk is not a problem - especially if the space thus
saved on the workbench helps to make the workplace more productive, or
helps address quality issues.

2. 5s Seiton (Set)

Seiton is the series of steps by which the optimum organisation identified in

the first pillar are put into place.

The standard translation is Orderliness but again some wish to keep the
initial S and use Sort (yes, that is also one of the translations of Seiri), Set in
order, Straighten and Standardisation.

The sorting out process is essentially a continuation of that described in the

Seiri phase. Removing items to be discarded or held in an alternative location
will create space. This space will be visible and facilitate the alternative
layout of the area.
 In some cases, of course, we are talking about what a fitter will have on his
bench, or in racks alongside the bench. In other cases we may be
considering where we should locate a piece of plant - for example we may
relocate a coin press to enable items to be completed in one work area rather
than requiring a significant movement down the shop.

This is something which we also undertake when adopting cellular

manufacturing. We then look at how we can restructure the work content so
that certain operations can be carried out within the cycle of others - for
example we may carry out a trimming operation on a steel component while
the press which produced it is busy creating the next one. Again, is this a 5S
initiative, or part of akaizen programme, or something else? Again, who
cares, as long as we get on and achieve an improvement in business
performance?

Standardisation includes all the elements of setting out a consistent way of

doing things. This includes standard manufacturing methodologies, standard
equipment and tooling, component rationalisation, drawing standardisation,
consistency in the documentation which accompanies work, design for
manufacture (or concurrent engineering) and standardisation in the clerical
processes which deliver work to the shop floor and track its progress.

All of this could be said to be part of a basic Total Quality approach. The
standard ways of doing things should include poka-yoke or error-proofing.
Again it might be asked whether this is part of 5S or one aspect of a broader
programme.

3. 5s Seiso (Shine)

Anglicised as Cleanliness but again the initial S can be retained in Shine, or

Sweeping.

The principle here is that we are all happier and hence more productive in
clean, bright environments. 
There is a more practical element in that if everything is clean it is
immediately ready for use.

We would not want a precision product to be adjusted by a spanner that is

covered in grease which may get into some pneumatic or hydraulic fittings.
We would not wish to compromise a PCB assembly by metallic dust picked up
from an unclean work surface. Other issues are health and safety (perhaps
slipping in a puddle of oil, shavings blowing into people's eyes) and machine
tools damaged by coolant contaminated by grease and dust.

The task is to establish the maintenance of a clean environment as an

ongoing, continuous programme. 
Some time should be set aside for cleaning each day, or each shift. (We may
 have cleaners who come in a sweep office floors, and even clean the floor in
a production area, but they do not clean the production equipment. Even if
they did, this would miss one of the opportunities available - an operator
cleaning and lubricating his machine tool will spot worn or damaged
components.)
Cleaning then begins to impinge upon what we already know as preventive
maintenance. 
Cleaning critical components of a piece of equipment is already one element
of the activities carried out under the PM banner. 
The implementation of Seiso revolves around two main elements.

The first is the assignment map which identifies who is responsible for which
areas. 
The second is the schedule which says who does what at which times and on
which days. 
Some of these happen before a shift begins, some during the shift and some
at the end. Again, this is very reminiscent of what we do when adopting PM.

The standard texts such as that of Hiroyuki Hirano then go on to talk about
establishing the shine method for each item / area. This includes such
elements as agreeing an inspection step at the beginning of each shift,
establishing exactly how each activity within the programme is to be carried
out. A key aspect is very much akin to set-up reduction (or SMED) in that we
should be aiming as much as possible to internalise the activities - in other
words, to minimise the downtime needed to keep the facilities clean.

Finally the standard texts talk about preparation - making sure the
equipment needed to clean is always available, always ready for use. The
excellent parallel to this is, again, with set-up reduction, which itself is often
compared to Grand Prix teams preparing to change tyres. As with many such
topics, we are talking about here is to a large extent simply common sense.
We do not wish to allocate 5 minutes for a bed to be swept on a piece of
grinding equipment if the operator is going to spend 4 minutes finding his
brush.

4. 5s Seiketsu (Standardisation)

This is well described as Standardised cleanup, but other names adopted

include Standardisation (not to be confused with the second pillar),
Systematisation and Sanitation.

Seiketsu can be the thought of as the means by which we maintain the first
three pillars. 
There is, obviously, a danger in any improvement activity that once the focus
is removed and another 'hot button' grabs management attention, things go
back to the way they were before. Seiketsu is the set of techniques adopted
to prevent this happening. Basically this involves setting a schedule by which
 all the elements are revisited on a regular basis - usually referred to as the
'5S Job Cycle.'

The first step in the cycle is a periodic review of the area, perhaps involving
red tagging but certainly involving people from other areas of the business. 
This will identify where standards have slipped - for example where pieces of
tooling or fixtures which are used infrequently are no longer being put in the
remote location agreed at the outset and consequently a bench is now
cluttered with the regular items buried under a pile of irregular. (In other
words, the Seiri phase is undertaken periodically - usually monthly, perhaps
quarterly.)

The second step is to undertake Seiton activities as required - that is, as

prompted by the first step.

Finally within Seiketsu people from other areas visit and cast a critical eye
over the state of the area. 
Again, an external assessor may notice degradation that is not clear to the
people who work in the area. Hirano talks of a checklist within Seiketsu
whereby the external visitors mark the area on a number of key criteria
defined at the outset of the programme. For example, are the storage areas
still clearly defined? Does the tool rack still have clear outlines or profiles for
each tool to be stored in it? Does the area meet the general standards of
cleanliness?

5. 5s Shitsuke (Sustain)

The final stage is that of Discipline. For those who wish to retain the use of
initial S's in English this is often listed as Sustain or Self-discipline.

There is a fundamental difference between Seiketsu and Shitsuke. 

The fourth pillar is the introduction of a formal, rigorous review programme
to ensure that the benefits of the approach are maintained. 
The fifth pillar is more than this; it is not simply the mechanical means by
which we continue to monitor and refine, it is the set of approaches we use
to win hearts and minds, to make people want to keep applying good
practice in shop organisation and housekeeping. In this sense, discipline is
perhaps an unfortunate term as it implies people forced to do something,
with consequent penalties if they do not.

The way in which management achieves this establishment of ongoing

commitment within the workforce depends, of course, on the culture already
in place. As with the adoption of kaizen (continuous improvement) or quality
circles we have to press the right buttons to stimulate people. If the business
has a history of treating people like cattle, giving no credence to their
suggestions and simply trying to improve performance by driving the workers
ever harder, then enthusiasm for any sort of initiative aimed at building a
better environment is going to be hard to generate.
 There are a number of elements to any ongoing improvement activity in any
business. Which take pre-eminence in a particular organisation varies with
the history and culture of that organisation. Suffice to say that key points
are:

o Communication. We need people to be aware of what we are trying to

achieve, and why. 
o Education. They need to understand the concepts and the individual
techniques. 
o Rewards and Recognition. People need to feel that their efforts are
recognised. Whether the reward is a senior manager walking past and saying
"that's very good, well done" or some form of award (financial gain, prize or formal
presentation of a certificate) depends on the organisation. 
o Time. If we want people to spend five minutes every four hours
removing swarf from the floor around their machine we have to make sure that we
allow them this time. We cannot give this as an instruction yet at the same time
push for more time spent achieving productivity targets. 
o Structure. We need to identify what is to be done, by whom, and
ensure that schedules are updated and clearly visible.

Implementing 5S Housekeeping and Lean Manufacturing

Would we want to launch 5S as a stand-alone project, as a complete entity?

The elements of 5S are all valuable in their own right but they simply form
part of the bigger picture of establishing good practice. They sit alongside the
other elements of Lean , or Just in Time, or World Class and some of the
elements in, for example, Seiton (standardisation) are in fact straight lifts
from textbooks on other forms of improvement activity. There is nothing in
any 5S material, for example, to give guidance on improving the clerical
processes for generating production paperwork following receipt of a sales
order!

The answer, surely, is to understand 5S as we understand all aspects of

other types of improvement and problem-solving activity and then to agree a
change programme for our own business. This is not to say that we must not
launch a project which we call "5S" - some businesses have more success if
improvement initiatives are launched with a generic, well-publicised term as
project name. Equally, this is not a good solution in other organisations.
Again, the history and culture of the company or the specific plant have to be
taken into account when this decision is taken.

5S Housekeeping
5S Housekeeping is Fundamental
  5S Housekeeping is fundamental for enhancing the value for the customer
 5S Housekeeping is the foundation for all the organizational systems/processes
which, in turn, enhance value to customers

5S Housekeeping: A Glance

 Since early 80’s in Japan

 Pioneer- Toyota, Japan
 Systematic approach to good housekeeping
 People oriented approach: every individual can contribute to improve his
workplace
 Practice oriented approach: cleaner, better, effective and safer workplace
 5S stands for the five good housekeeping principles

Vision

 To keep both one’s external and internal house in order, develop a sensitivity
for one’s surroundings and a concern for the environment at large
 A systematic and rational approach to workplace organization and methodical
housekeeping with a sense of purpose

Advantages

 Workplace becomes cleaner and better organized.

 Shop floor and office operations become easier and safer.
 Results are visible to everyone- insiders and outsiders. Problems detected fast.
 Visibility gives rise to further improvements. Increased number of suggestions.
 People are disciplined.
 It instills pride among people.
 Happier employees with high morale and greater employee involvement.
 Better use of floor space.
 Less work in progress and inventories. Less time in material handling.
 Retrieval time minimized. Better flow of work. More time for improvement
activities.
 Low machine breakdown rate. Low down time. Better preventive maintenance.
 Low accident rate.
 High yield of materials.
 High and consistent product quality. Low overall cost.
 Company image enhances and generates more business.

Elements of 5S

5S comprises 5 simple steps:

 1. Seiri: Sorting out. Remove unnecessary items as appropriate
2. Seiton: Systematic arrangement. Prefix a place for every thing and put every
thing in place (Read the article titled Be Tidy and Get Back Your Lost One Third of
Life at http://wow-idea.blogspot.com/)
3. Seiso: Spic and span. Cleaning not for beautification alone but with a sense of
purpose.
4. Seiketsu: Serene atmosphere/sanitizing. Environmental cleanliness.
Standardization. Develop standards/evaluation criteria.
5. Shitsuke: Self discipline/training. Create awareness of all 4Ss and train to
implement.

You may also refer: http://5s-housekeeping-home.blogspot.com/

Steps to Implement the 5 Elements of 5S

Seiri

•Classification- sort out

•Elimination- remove unnecessary items as appropriate
•Storage- frequent use/rare use items
- close location/distant location
- identification of items
•Fix responsibilities and share responsibilities
•Monitor progress

Seiton

(Read the article tiltled Be Tidy and Get Back Your Lost One Third of Life at http://wow-
idea.blogspot.com/)

•Ensure rational layout of machines, equipment, cabinets

•Place frequently used items at the point of use
•Prefix a place for every thing and put every thing in place
•Use labels, color codes to identify
•Use index for files, records and drawings
•Plan storage with easy irretrievability
•Mixed up items in cabinets should be organized
•Make cabinets, shelves, racks self explanatory through identification aids
•Have visual controls for checking missing items

Seiso

•Develop standards of cleaning

•Clean up work place, machines and tools after use
•Clean up supply line (no leakage, blockage, clogging with oil/dirt
•Assign responsibilities and schedules for cleaning
•Clean waste bins at end of shift/day
•Clean light bulbs, fans, shades, reflectors
•Pay special attention to scrap yard, gardens, godowns
•Scrap and chips from machines could fall directly in to collecting bins

Seiketsu

•Identify 5 S areas
•Develop standards/evaluation criteria with workmen (SOP’s and housekeeping
standards)
•Establish checking procedure 5W + 1H
•Establish feedback procedure 5W + 1H
•Wear neat and clean uniform
•Wear protective clothing
•Provide adequate lighting, ventilation, exhaust
•Check electrical wiring, cables, switches
•Maintain sanitary/hygienic conditions in wash rooms, locker rooms, canteen and
kitchen
•Earmark smoking and eating areas
•Look for heavy noise, vibrations and heat in machines, analyze for root cause and
take action
•Create visual control systems
•Devise ways to expose hidden problems
•Create standards

Shitsuke

•Create awareness of first 4 S’s

•Develop action details for maintaining standards
•Make them easily understandable
•Give specific directions
•Display correct work procedure on the floor
•Correct deviations on the spot
•Maintain punctuality
•Conduct audits
•Demonstrate sincerity in following rules
•Share success to enthuse others

Critical Factors/Steps in Implementing 5S

 Top /Senior Management commitment

 Leadership by location heads
 Awareness training programs for all employees
 Launching of 5S program
 Allocation of funds
 Identification on 5S areas
 Team formation involving employees
 Developing standards
 Developing checklists
 Guidance, training, sorting out problems
 Developing audit check lists
 Publishing audit results
 Reviewing audit findings, follow up corrective actions
 Holding competitions- awards