Lecture 10 - KAIZEN METHODS

The 5S Method

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5S WORKPLACE ORGANIZATION
5S is one of the most widely adopted techniques from the lean manufacturing toolbox. Along with Standard Work and Total
Productive Maintenance, 5S is considered a “foundational” lean concept, as it establishes the operational stability required for
making and sustaining continuous improvements.

The primary objective of 5S is to create a clean, orderly environment- an environment where there is a place for everything
and everything is in its place. Beyond this, many companies begin their lean transformation with 5S because it exposes some
of the most visible examples of waste it also helps establish the framework and discipline required to successfully pursue
other continuous improvement initiatives.

Target Outcomes and Benefits

• Reduce non-value adding activity

• Reduce mistakes from employees and suppliers
• Reduce time for employee orientation and training
• Reduce search time in navigating the facility and locating tools, parts and supplies
• Reduce parts stored in inventory, and associated inventory carrying costs
• Reduce unnecessary human motion and transportation of goods
• Improve floor space utilization
• Improve employee safety and morale
• Improve product quality
• Extend equipment life through more frequent cleaning and inspection

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5S produces measurable benefits. One of the surest ways to identify these benefits is to establish and track specific metrics. For
example, measure the time required to locate items in the workplace before 5S and then measure the time required after the
workspace has been improved. Longer term benefits can also be measured by monitoring the amount of workplace injuries
reported after 5S has been implemented. Not only may workplace injuries decrease, but training costs may, too. It is easier and
faster to train employees in a work area that is orderly and well marked.

Another way to measure 5S benefits in the workplace is to take pictures. Pictures are very effective at visually presenting
problems and solutions

WHAT IS VISUAL WORKPLACE?

Visual Workplace - also known as Visual Factory or Visual Management – is a lean concept that emphasizes putting critical
information at the point of use. Visual systems and devices play a critical role in many of the most popular lean tools,
including 5S, Standard Work, Total Productive Maintenance, Quick Changeover, and Kanban (Pull Production).

In fact, Visual Workplace serves as the key sustaining force for these initiatives, because it ensures that lean and six sigma
improvements remain clearly visible, readily understood, and consistently adhered to long after the Kaizen or rapid
improvement event is over.

A visual workplace is a work environment that is self-ordering, self-explaining, self- regulating and
self-improving – where what is supposed to happen does happen, on time, every time, because of
visual solutions.

From “Visual Workplace, Visual Thinking” by Dr. Gwendolyn Galsworth, www.visualworkplace.com

Companies are often surprised to learn that only a fraction of

their activities actually add value for their customers. It’s not
uncommon that 50% or more of a facility’s activities are
considered waste!

A primary cause of waste is information deficits – employees

simply lack the knowledge they need to do their jobs efficiently
and effectively. This leads employees to waste valuable time and
motion searching, waiting, retrieving, reworking or just plain
giving up! A visual workplace eliminates questions, generating
significant improvements in productivity, quality, customer
satisfaction, safety, and more.

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Visuals Critical To Lean Success

Successful lean initiatives start by establishing a base of operational stability. After all, you can’t make lasting improvements
on a base of chaos. By reinforcing standards and highlighting abnormalities at a glance, visuals support the foundational
concepts of 5S, Standard Work, and Total Productive Maintenance, which are used to stabilize the work environment, work
methods, and equipment performance.

Once a stable operating base has been established, the next step is to implement a kaizen-style improvement program that
continues to raise the bar in operational excellence. At this stage, creating a visual workplace becomes even more critical,
since a continuously improving work environment is also a constantly changing one.

Experienced lean practitioners know that keeping employees informed of evolving best practices and preventing the natural
tendency to revert back to old habits is a major hurdle. The use of visuals helps to ensure that the new standards remain
clearly visible, readily understood, and consistently adhered to by all employees long after the lean blitz or rapid improvement
event is over.

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S1 – SORT
Sort refers to the practice of going through all the tools, materials, etc., in the work area and keeping only essential items.
Everything else is either stored offsite or discarded. This leads to fewer hazards and less clutter.

The goal is to eliminate nonessential items from the workplace. Items are “red tagged” and stored in a local red tag area for a
specific period of time, typically five days. If not reclaimed by the work group, items are then moved to one of the company’s
central red tag areas. Here everyone can sift through the items to see if there is anything they need. When items have been in
the central area for a specific period of time, the company disposes of them through resale, donation, recycling, or trash.

Establishing red tag criteria prevents confusion among workers and reduces wasted effort. The team should discuss and create
guidelines on how to decide what stays and what goes. Frequency of use is the fundamental red tag criteria. To that
end, a team may ask the following questions:

• What is this?
• When did you last use it?
• Is it critical or unique for the department?
• If its inventory, is this the minimal amount needed to keep up with the production schedule?

In order to implement S1-Sort, there are action steps that need to be taken in order to guaranty success.
• Select a 5S application area and take “before” pictures.

Review sorting criteria – recommended criteria are frequency of use, criticality, and quantity needed for production.
• Create a red tag area – mark off a corner or space to identify it as the local red tag area.
• Tag, record, and move items to the red tag area – keep records so that the company can track assets.
• Take “after” pictures of the uncluttered work area and red tag area.

Items not reclaimed by the work group within a set amount of days are moved to the company’s central red tag area.

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 JOB AID – SORT

Definition - Sort Target Outcome

Eliminate nonessential items from the workplace. An uncluttered workplace.

Action Steps Resources

1. Identify a 5S-project area and take “before” pictures 1. Red Tags
2. Review sorting criteria 2. Red Tag Record Forms
3. Create a local red tag area 3. Camera for “before” and “after” pictures
4. Tag, record, and move red tagged items
5. Take “after” pictures
6. Some companies create a central storage area for 5S supplies
After target time, move unclaimed items to the central red tag and designate a 5S coordinator to manage supply stock.
area
Progress Check
Team clear on workplace boundaries
Red tag final approval authority identified (e.g. item can/cannot be red tagged)
Sorting criteria established (e.g., frequency of use; actual quantity needed-no buffer)
Time allocated for Sorting is clearly defined (e.g., one hour)
Local red tag area designated with red floor marking tape or comparable boundary
Red tags and red tag log form available
“Before” pictures taken (remember camera angles so that pictures are consistent)
Nonessential items identified and red tagged
Every nook, cranny, cabinet, desk, drawer, and closet investigated
Red tagged items moved to local red tag area
Red tag log form updated
Plans in place for items to be moved to central red tag area after target number of days
“After” pictures taken

Tips
Go overboard on communication. Make sure management and employees in the target area are notified, when the red
tagging will occur, and so forth.
• Remove anything from the core work area that’s not used at least weekly.
• Eliminate waste by minimizing the following:
- Inventory: raw materials, parts, in-process inventory, and products.
- Equipment: machines, jigs, tools, carts, desks, chairs, dies, vehicles, fixtures, etc.
- Space: floor area in the core work area, storage racks, totes, bins, shelving, etc.
Don’t remove anything without the local work group’s approval. Zealous 5S’ers can undermine support by barging ahead
insensitively. It’s better to compromise on some things than to jeopardize the 5S mission. However, be persuasive when
appropriate, when something is clearly a source of waste or is used infrequently.

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S2 – SET IN ORDER
Planning Phase
In S2 Set In Order, team members come together and share the insights they have gained during S1. They analyze the work
area for additional improvement opportunities and look for ways to reduce sources of waste and error as well as to make the
workplace more visually instructive. The team brainstorms potential solutions, with special emphasis on using visual resources
to achieve improvement. Be sure to get feedback and approval from stakeholders (production, maintenance, safety,
management, etc) before making changes. Use the focus points below to guide efforts to redesign the workplace for
improved performance.
Facilities/equipment/tools: Focus is on organizing and labeling facilities and equipment.
• Make sure utility pipes, conduits, compressed air hoses, gas cylinders and electrical systems are
clearly named and labeled to simplify line tracing.
• Operator tools should be kept near the point of use, organized and labeled.
• Gauges and indicators should be marked so abnormalities can be detected at a glance.

Safety: Focus is on alerting people to potentially hazardous situations and controlling actions to prevent an
unsafe condition.
• Provide hazard warnings and safe work instructions at the point of need.
• Make sure that locations for lockout/tag out devices, eye wash stations, first aid stations, and
safety showers, etc., are clearly marked.
• Ensure that the proper personal protection equipment is easy to access and ready for use.

Procedures: Focus is on employee’s ability to execute job responsibilities within a given workplace.
• Make certain that the latest version of work instructions and job aids are posted.
• Employ visual or auditory signals that alert operators to abnormal conditions.
• Use mistake-proofing devices to prevent human and machine errors.

Quality: Focus is on graphically or physically representing quality standards.

• Quality standards should be visually designed and properly displayed.
• Post examples of acceptable and unacceptable outputs in a common area.
• Visually display quality performance trends.

Inventory/Material Handling: Focus is on effective identification of production and MRO materials,

storeroom organization, and material movement. Clearly mark:
• Line side inventories (inventory type, max/min quantity, location, etc.).
• Storerooms (shelf, rack and bin labels, restocking indicators, barcoding, etc.).
• Inventory delivery routes and replenishment procedures.

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 JOB AID - SET IN ORDER - PLANNING PHASE

Definition - Set In Order Target Outcome

Evaluate the workplace and add smart workplace A workplace that is visually instructive and is the source
features. of minimal waste and human errors.

Action Steps Resources

1. Create a current state workplace diagram. 1. Flip charts for creating current and future state
2. Team shares insights gained during S1 diagrams
3. Evaluate current workplace 2. CAD system (optional) to draw workplace to scale
4. Create a future state workplace diagram 3. Camera
5. Get approval for change from stakeholders 4. Stakeholders (i.e. production, maintenance, safety) to
consider proposed changes

Progress Check

Insights gained during S1 shared among team members

Improvement opportunities listed, discussed, and prioritized
Waste reduction ideas (e.g., excess motion, material handling, etc.)
Error reduction ideas (e.g., checklists, visual instructions, or color coding)
Ideas for making the workplace more visually instructive

Ideas to overcome challenges and problems identified by stakeholders

Target benefits of proposed changes clearly defined

Future state workplace diagram drawn

“Before” pictures taken

Approval from stakeholders obtained

Tips
• Sketch ideas on flipchart or paper to build understanding and evaluate them.
• Cellular workflow has many benefits. Consider it if the workplace is not currently organized that way.
• Revisit the workplace to evaluate the viability of proposed changes.
• Involve stakeholders (immediate work area and others) in thinking through changes.
• Be sensitive to the concerns and reservations of stakeholders; they know the area best.
• Quantify the impact of the changes.

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S2 – SET IN ORDER

Implementation Phase

S2’s Implementation Phase includes establishing features in the workplace that make it clear that there’s a place
for everything and that provide visual signals to help people succeed. It focuses on the need for arranging tools and
equipment in an order that promotes optimum work flow.
Having designated locations for all items in the work area enables employees to take control over their operations. Employees
will be able to immediately see if things are out of place and if more materials, supplies, or tools need to be ordered.

In order to successfully implement S2, there are common actions that need to be performed.
• Place borders around equipment and objects that rest on the floor. This clearly identifies the location of
equipment and also warns people passing by not to get too close.
• Use an address system to identify plant locations, storage areas, and shelf locations.
• Label tools, fixtures, jigs, etc., for easy cross-identification with storage location markings.
• Where possible, use pictures and graphics to facilitate recognition. Employees can implement this aspect of S3 by
placing parts or images of parts above storage locations or creating shadow profiles on tool boards (see above image).

The steps in 23 – Set In Order: Implementation Phase include:

• Take “before” pictures. This is your last chance to capture the past before you move towards the future.
• Implement workplace changes. Plan to do…do the plan. Now is the time to implement your changes. Be sure to
involve necessary company personnel, such as skilled trades, plant maintenance, engineering, quality, etc.
• Set locations by creating addresses and applying labels, markings, and color coding. Verify or create standards for
colors and character size before setting in order. See the person in charge of facilities or maintenance for input.
• Take “after” pictures. Take lots of pictures – they memorialize your success and serve as a valuable company

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 JOB AID - SET IN ORDER - IMPLEMENTATION PHASE

Definition - Set In Order Target Outcome

Create a well-ordered, visually instructive workplace. A workplace that is visually instructive and is the source
of minimal waste and human errors.

Action Steps Resources

1. Take “before” pictures 1. Existing plant standards for labeling, marking, and
2. Implement workplace changes color-coding
3. Mark locations by creating addresses and applying 2. Labeling supplies
labeling, marking, and color-coding 3. Tape for creating borders on work surfaces and floors
4. Take “after” pictures 4. Paint and painting supplies

Progress Check
“Before” pictures taken
Plant Marking standards determined (see facility, maintenance, or operations manager)
5S team clear on plan (e.g., goals/tasks/assignments on a flipchart)
Reorganization tasks completed (e.g., equipment moved, inventory relocated)

Set In Order/Plant Marking and Identification supplies collected

Marking and Identification tasks completed, for example:
Floor borders for walkways, workways, and storage locations
Work surface borders
Equipment and tools labeled
Inventory and finished goods locations marked and/or color coded
Tanks, pipes, valves, motors, electrical panels labeled or tagged
“After” pictures taken

Tips
• Create a work area map before setting locations. Consider alternatives and draw them on the map to verify
effectiveness. Consider them thoughtfully before setting locations.
• Consider engaging people outside the work team in setting locations. Consult mechanics, electricians, and specialists
in sanitation, safety, quality, production scheduling, and accounting in order to tap their ideas and resources.
• Remember that mechanics, electricians, and technical contractors are stakeholders for your reset initiative. Make sure their
interests are addressed.

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S3 – SHINE
The S3-Shine step includes three primary activities which include getting the workplace clean, maintaining its appearance, and
using preventative measures to keep it clean.

Shine the workplace by eliminating dirt, dust, fluids, and other debris. Each team member should be equipped with adequate
cleaning supplies that have been tested to make sure the solution will not harm any equipment or work areas. Teams can
clean things such as equipment, tools, work surfaces, desks, storage areas, floors, lighting, and anything else that affects
overall cleanliness. A team may also paint or coat work surfaces, equipment, floors, and walls.

Treat cleaning as an inspection process. Use it to identify even tiny abnormal and pre-failure conditions. Working in a clean
environment enables workers to notice malfunctions in equipment such as leaks, vibrations, breakages, and misalignments.
The Shine process should not be left for a special janitorial crew. In order to make sure everyone participates and works
together, each team should establish a regular schedule for routine cleaning as well as deep cleaning.

Once the work area, tools, and equipment are clean, they need to be kept that way. Continued housekeeping is one way to
keep the work area clean, but the better method is to prevent things from getting dirty in the first place. Find ways to keep
the workplace clean by eliminating sources of contamination. Root cause analysis, mistake-proofing, and the use of
preventative measures are important to keep the workplace clean and orderly.

Equipment that is kept clean performs more efficiently, has less unscheduled downtime, and reduces costs to the company.
Many organizations find that safety and productivity improve as regular maintenance and housekeeping become the norm.

Follow these action steps to guarantee success.

• Define “clean”– you may face conflicting definitions for clean. Find a definition that everyone supports.
• Get cleaning supplies – be sure to identify appropriate cleaning supplies for your work area. Some cleaning solutions
may harm equipment while other may harm metals, photo cells, or tooling. Consult sanitation specialists.
• Take “before” pictures – a record of your current state often generates the motivation to keep things clean.
• Clean the work area – share the work load among the group.
• Eliminate small imperfections through cleaning and inspecting activity
• Take “after” pictures – use photographs to demonstrate your results.

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JOB AID – SHINE

Definition - Shine Target Outcome

Remove dirt and debris, inspect equipment and eliminate A clean workplace - one that shines, and that minimizes
sources of contamination sources of contamination

Action Steps Resources

1. Define “clean” 1. Cleaning supplies such as brooms, dust pans, rags,
2. Get cleaning supplies degreasers, and floor cleaner.
3. Take “before” pictures
4. Clean the work area 2. Personal protective equipment such as gloves and eye
5. Fix small imperfections protection. Do not wear jewelry that can get caught in the
6. Identify contamination sources equipment.
7. Take “after” pictures
Progress Check
Team has established their definition for “clean” in the target workplace
Cleaning supplies collected
Housekeeping staff consulted about cleaning agents
Personal Protective Equipment (e.g., gloves, safety glasses) distributed
Equipment shutdown or locked out to prevent safety risks
Potential safety risks (e.g., metal shavings, sharp edges) identified before cleaning
“Before” pictures taken (remember camera angles so that pictures are consistent)
Cleaning tasks completed
“After” pictures taken
Observations shared among team members about inspection activity

Tips
• Identify target areas for cleaning.
• Consider doing the initial Shine process in waves. Do a first pass that addresses the biggest challenges. Use additional
passes to get successively better.
• Remember that an important part of cleaning is inspection. As you get the work area clean, look for sources of potential
problems and contamination.
• Once dirt, dust, grime and debris have been eliminated, consider painting surfaces or sealing them with a protective
coating. You’ll be amazed by the visible difference.
• How will cleanliness be sustained when the initial 5S project is complete? Record key cleaning points and
recommendations as you’re wrapping up the Shine process. The information will come in handy in S-Standardize.

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S4 – STANDARDIZE
During this phase of implementation, the team identifies ways to establish the improved workplace practices as a standard.
The goal of standardization is to create best practices and to get each team member to use the established best practices the
same way.

In order to standardize, roles and responsibilities must be clearly and consistently applied. This can be accomplished through
visual controls such as color-coding, flow charts, checklists, and labeling to help reinforce a uniformed approach.

Managers and supervisors need to commit to the initiative in order to provide guidance, as well as to provide general support
to the team. Team members in return must embrace 5S principles and practices in order to help implement these changes
into their work area.

As 5S standards are adopted into each individual work area, each locale will develop unique approaches and methods to
accomplishing the specified tasks and goals. Any team member working in a specific area must receive training in that
specified approach and method of work. Where possible, the tools used to standardize and sustain the 5S effort should be
unified across all areas of the plant.

Action steps for implementing S4 – Standardize include:

• Brainstorm ideas for making the 5S changes standard operating procedure. That may mean updating workplace
procedures, checklists, job aids, diagrams and the like.
• Update documentation to reflect the changes. If your company has an ISO Coordinator, get the person involved to assure
compliance with ISO requirements
• Make sure all stakeholders are informed of the new standard. Educate and inform.

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JOB AID – STANDARDIZE

Definition - Standardize Target Outcome

Establish standards to maintain 5S improvements. Develop procedures, checklists, and other mechanisms
established to maintain a work environment that is visually
instructive, has minimal waste and human error, and is clean,
uncluttered, and organized.

Action Steps Resources

1. Brainstorm ideas for making the 5S changes standard 1. Support from those who can create documentation, job aids,
operating procedure and visual aids
2. Update documentation to reflect changes 2. Information and approval from those responsible for
3. Make sure all stakeholders are aware of the new maintaining company procedures
standards - inform and educate 3. Poster-making supplies for posting new standards in work
areas
Progress Check
Ideas generated for establishing changes as standard operating procedure
Input solicited from those who create and maintain plant documentation
Documentation created or updated, for example:
Workplace diagrams
Flowcharts
Procedures
Work instructions
Job aids
Miscellaneous visual aids
Information and/or training provided to stakeholders to assure understanding

Tips
• Network with others engaged in the same activity. Collaborate to establish common approaches for creating
documentation, visual aids, etc.
• Tap your company’s graphics staff or people with strong computer skills to help with visual aids. Provide them with a
rough sketch or an example from a technical manual or catalog.
• If your company is an ISO company, be sure to involve your ISO coordinator to assure compliance with ISO
requirements for postings and documentation.

Having an organized facility marking program (standards for markings, color coding, etc.) is integral to 5S
success. Otherwise, each 5S team does its own thing and the visible effect is a haphazard approach that could cause
problems for everyone. Consult your Brady representative for guidance about an organized facility marking program.

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S5 – SUSTAIN
The purpose of S5-Sustain is to maintain the momentum generated during the initial event or project. A management
auditing process should be put into practice to ensure that employees understand that maintaining the level of workplace
organization is a top priority. Management audits should focus on ensuring that the routines and schedules specified in S4
Standardize are being properly maintained.

5S Housekeeping Score Sheet

Site Location Audited: Tech Support - Good Hope Facility
Date: Auditor:
NA 0 1 2 3 4 Description of Area
Sort
1 No old or unnecessary materials in area.
2 Empty / unused ribbons/materias are out of the area.
3 Free of unnecessary equipment, furnitre and personal items.
Set In Order
4 Printers, batteries and adapters are properly identified and stoerd in designated area.
5 Portable and benchtop printer cabinets are clean and organized.
6 Movable pritner carts are in proper location.
7 Inventory neat, organized and identified.
Shine
8 Tops of machines, cabinets free of dust and debris.
9 Floors are clean around the work area.
10 Benchtop islands are orgaized and free of unnecessary items.
11 Work station neat, clean and organized.
Standard
12 Damaged or non-functional printers / equipment is removed from the area or marked for replacement.
13 Electrical Panel area unobstructed.
14 Furniture/chairs/desks are in good condition and clean.
Sub
0 0 0 0 0 0
Total

Next, the 5S effort needs to be expanded to other work areas. Use the 5S’ed work area as a model for emulation, and invite
the original 5S team to share their ideas and experiences with employees from other work areas. Be sure to publicize success
stories and provide appropriate recognition to team members. 5S newsletters, displays, and awards are excellent ways to
build employee morale and motivation.

Finally, it should be reinforced that 5S is an on-going journey. Workers should be encouraged to continue to make
improvements to their workplace on a regular basis. The same work area might even be scheduled for a follow-up

Action steps for implementing S5 - Sustain

• Audit to ensure that processes established during S4– Standardization continue to be maintained.
• Use the phase 1 work area as a model for other areas to match, and have the original 5S team share their insights and
experiences with employees in other work areas.
• Use newsletters, displays and other communication tools to publicize successes and reward strong efforts with
recognition.
• Evaluate 5S effectiveness and continue to improve. Conduct regular review meetings to identify additional 5S
opportunities.

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 JOB AID - SUSTAIN

Definition - Sustain Target Outcome

Monitor, expand & refine 5S results A workplace that automatically restores order, regulates
activity, and continuously improves

Action Steps Resources

1. Monitor processes established during S4 - 1. Management audit forms
Standardize 2. Resources for communication and recognizing
2 .Expand 5S efforts to other work areas successes (newsletters, displays, awards)
3. Evaluate 5S effectiveness and continuously improve 3. Presentation tools for sharing best practices with other
4. Recognize and reward strong efforts work areas
4. Management commitment and focus on maintaining the
new standards

Progress Check
Sustain methods clearly defined, with responsibilities and target dates identified
Sustain actions implemented, for example:
5S teams benchmark with each other and share ideas
5S teams present projected results within the company and to others
5S team results published in company communications
5S teams visit other companies to get new ideas
Company leaders conduct 5S audits to see accomplishments and opportunities
Miscellaneous visual aids
Ideas generated for continuously improving the company’s 5S approach

Tips
• Establish a calendar for sustaining activities and stick to it. Make it part of the company’s operating
discipline.
• Involve employees in sustaining 5S improvements. Engage them in evaluating areas outside their workplace, providing
support for other workplaces, and in visiting other companies that excel.
• Establish a 5S resource center to provide 5S supplies for teams so that they can readily sustain and continuously improve
their 5S results.
• An active management champion and the support of all managers is vital to 5S success.

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VISUAL WORKPLACE PHOTO GALLERY
The examples on these pages are designed to help you think about how visual devices can benefit different aspects of your
lean initiative, improving productivity, profitability, customer satisfaction and employee morale.

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