5S: Workplace organization and standardization

5S is a process of work place organization and house keeping which is carried

out gradually and systematically.

The 5S method is a structured program to implement workplace organisation and
standardisation. A well organised workplace motivates people, both on the shopfloor as
well as others. 5S improves safety, work efficiency, improves productivity and
establishes a sense of ownership.

5S is developed in Japan and stands for

Seiri - Clearing up: remove what is not needed and keep what is needed

Seiton - Organizing: Place things in such a way that they can be easily
reached whenever they are needed

Seiso - Cleaning: Keep things clean and polished; no trash or dirt in the
workplace

Seiketsu - Standardizing: Maintain cleanliness after cleaning - perpetual
cleaning

Shitsuke - Self-discipline: Commitment, a typical teaching and attitude
towards any undertaking to inspire pride and adherence to standards
established for the four components

Impact of 5S implementation reduce inventory, efficient on workplace usage,
reduce time for searching spare part, reduce oil / water / air spilled, reduce un-
stabilization, preventive of machine function, cleaning&checking machine condition,
improve working condition, reduce work accident, increase discipline, follow procedure,
and better relationship among employee.

Keys to successful implementation of 5S

GET EVERYONE INVOLVED: 5S is not be the responsibility of a
concerned few. It is a concern of every one to act. All levels of
management should take part in decision making required to ensure 5S
implementation. Incorporate 5S activities as part of companys small
group activities.

GET COMPANY AUTHORIZATION: 5S activities should not be
performed in a secret or disguised such as overtime work. Get
management approval for all 5S activities. Make signs and posters as
means to promote 5S for everyone. Conduct a general monthly meeting
where company and managers can address 5S issues and themes.

FINAL RESPONSIBILITTY RESTS WITH THE PRESIDENT: The 5Ss
will not be taken seriously until the managers and even the company
president take personal responsibility and interest on its implementation.
Nothing could be worse for the success of 5S implementation than to
have managers who pass the 5S implementation buck to their
subordinates. Company managers must take a strong leadership role in
5S promotional meetings and other 5S events.

MAKE YOURSELVES UNDERSTOOD & AWARE OF: Dont leave
people wondering Why are we sticking red tags on things? or Is all this
5S stuff really necessary before we can make any improvements?. Hold
5S promotional meetings to clearly explain 5S and to entertain all
questions from all participants. Present actual examples of successful 5S
implementation, or take participants on tour to successful 5S workplaces.

DO IT ALL THE WAY: When establishing proper arrangement, make
sure to carry out red tag campaigns and use correct red-tagging formats
and procedures. When establishing orderliness, use signboards. Make
sure the signboards have proper format, descriptions, and locations.
Prepare your companys own 5S manual, complete with all the necessary
details.

THE PRESIDENT SHOULD INSPECT THE GEMBA (SHOPFLOOR)
PERSONALLY: The President should personally inspect offices and
point out their various positive and negative conditions. The President
should help by pointing out specific improvement items and proposing
improvement themes at 5S promotional meetings. GEMBA should work
individually as well as in groups to study and report on improvement
methods taken in response to improvements suggested by the President.

DONT STOP HALFWAY IN ESTABLISHING 5S: Dont do things
halfway. Once the 5S promotional organization and methods have been
established, get started and stick with it. When developing red tagging
and signboards throughout the company, make sure gets everyone
involved. Once you have laid the foundation by establishing proper
arrangement and orderliness, start developing discipline habit to keep
the foundation strong.

5S IS A HALFWAY TOWARD OTHER IMPROVEMENTS: Dont stop
with 5S: Follow through with Zero Defects, Cost Reduction, and other
Productivity & Quality improvements. Once the office has been cleaned
up, start putting casters on drawer cases to make them easily movable.
Eliminate defects as close to their source as possible and implement flow
process.

By implementing 5-S, eventually productivity, efficiency and working spirit will be
promoted. It is not only useful to manage work place physically but also useful to
develop employees attitudes and discipline.

(Noeradji Prabowo PQM Consultants e-mail: np@pqm-iris.co.id )
Reference
Hirano, Hiroyuki. 5 Pillars of the Visual Workplace. Productivity Press, 1995.

Hirano, Hiroyuki. Putting 5S to Work, Step-by-Step Approach. PHP Institute,
1993.

Jahja, Kristianto. 5R (Ringkas, Rapi, Resik, Rawat, Rajin. Productivity and
Quality Management Consultants, 1995.

Jahja, Kristianto. Tantangan Industri Manufaktur, Penerapan Perbaikan
Berkesinambungan. Productivity and Quality Management Consultants, 1991.

Osada, Takashi. The 5Ss, Five keys to a Total Quality Environment. Asian
Productivity Organization, 1991.
Peterson, Jim & Smith, Roland, Ph.D. The 5S Pocket Guide. Productivity, 1986

Productivity Press Development Team, The. 5S for Operators, 5 Pillars of the
Visual Workplace. Productivity, 1996.

Setiawan, Paulus A. Penerapan 5S di Tempat Kerja. Productivity and Quality
Management Consultants, 1995.

Singapore Productivity and Standards Board. 5S Good Housekeeping. PSB,
2000.

Sugiyama, Tomoo. The 5S Approach to Improvement, 100 Illustrated Before &
After Examples. PHP Institute, 1995.
NOERADJI PRABOWO
e-mail: np@pqm-iris.co.id & np.pqm@sby.centrin.net.id

Noeradji Prabowo is one of the consultants in Productivity & Quality Management
Consultants (PQMC) an institution providing services in consulting and training on
Productivity & Quality Management. He is in charged particularly in the implementation
of Quality Control Circle, 5-S, Statistical Process Control, Total Productive Maintenance,
ISO 9000 & ISO 14000.

He has served many clients, among others: Akzo Nobel, Alstom Power Energy Systems
Indonesia, Aqua Golden Mississippi, AJ Manulife, Asahi Best Base Indonesia, Bank NISP,
Batamas Megah, Bekaert Indonesia, Bentoel Prima, Berlina, Bukit Muria Jaya, Chiyoda
Electronics, Ciba Vision, Djarum, DuPont Agriculture Indonesia, Ecogreen Oleo Chemical,
EG&G Heimann Optoelectronics, Elnusa Geosains, FDK Intercallin, Forum Komunikasi
Antar Perkumpulan/Yayasan, Garuda Food Group, Indoprima Group, Jasa Tirta, Jorong
Greston Barutama, Krakatau Steel, Kimia Farma, LG EDI, Lippo Life, Mattel Indonesia,
Nestle Indonesia, Nufarindo, Petrokimia, Petronika, Puspetindo, Sanyo Precision Batam,
Sara Lee Indonesia, Sayap Mas Utama, Sari Husada, Schneider Indonesia, Schott Igar
Glass, Semen Baturaja, Semen Gresik, Sigma Cipta Utama, SMART Corporation, Showa
Indonesia, RS Persahabatan, Total Bangun Persada, Truba Jurong Engineering, Waskita
Karya, , Tambang Batubara Bukit Asam, United Tractors Semen Gresik, Varia Industri
Tirta (VIT), Wings Surya.

Training he has conducted are: Quality Control Circle Facilitator, Suggestion System, ISO
9000, ISO 14000, 5S, Total Productive Maintenance, Autonomous Maintenance, On the
Job Training (OJT), Supervisory Management , Statistical Process Control, 7 QC Tools &
Management Tools, Just In Time, Train The Trainer, Exploratory Survey.

Consulting Projects he has conducted among others are: Job Evaluation, Compensation
System, Self-Sustaining Project of Public Hospital, QC Circle, Climate Survey and
Performance Management, Total Quality Management , Statistical Process Control, ISO
9000, ISO 14000, 5R, and Autonomous Maintenance Implementation.

Before joining PQMC, he is a Human Resources Development Staff of PT CRMI Utama,
Cilegon a steel company where he acted as counterpart of HAY Management, a
consulting firm assigned to set up salary system & benefit administration.

After finishing his study in Physics at Padjajaran State University, Bandung, Noeradji
worked as field coordinator in Flopetrol Johnston Schlumberger, Balikpapan and then
he continued his study in management at Institute for Management Education and
Development (IPPM), Jakarta.

Training he has attended among others: Program for Quality Management, Statistical
Process Control, Shopfloor Management, On the Job Training Instructor, Total
Productive Maintenance and ISO 9000, Understanding the ISO 14001 Specification,
Implementing EMS. He has also attended Quality Management Training in Singapore,
Osaka, Japan and Detroit, USA.