PTQM 5s Visual Management

IMPLEMENTATION OF 5S VISUAL MANAGEMENT
The 5S Visual Workplace Organization methodology also facilitates a structured dialog about
standardization which builds a clear understanding, between employees, of how work should
be done. This structured approach can be used in a manufacturing, distribution or office
environment and in all types of industries.
5S Visual Workplace Organization is often the first step toward implementing a lean-based
Operational Excellence initiative, as it reduces wastes due to internal transportation, motion
and waiting, and builds a solid foundation for the implementation of flow production, visual
management, and standard operations.
The 5S's stem from five Japanese words: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, which are
commonly translated as Sort, Set-in-Order or Simplify Access, Shine, Standardize, and Sustain.
Critical Factors for an effective 5S Visual Workplace Organization implementation are:
 Have a Plan
 Leadership - Drive it from the top and Walk the Talk
 Employee Involvement – Establish 5S Action Teams and each shift should end their day
with area housekeeping
 Focus - Establish 5S Focus Areas with employee ownership
 No Sacred Cows – 5s is not just about the production floor. Include warehouses, supply
closets, office desk
 Organize & Beautify – Paint is an inexpensive and terrific tool for supporting a 5S
implementation
 Accountability - Hold teams accountable to area requirements
 Evaluate & Improve – Perform weekly audits with 5S Team Leaders in each focus area. Post
scores.
While the implementation of a 5S Visual Workplace initiative needs to be customized to the

specific objectives, requirements, and circumstances of an organization, most implementations
follow a six-step process.
Step 1 - Establish a 5S Implementation Organization
The main purpose of a 5S Campaign is not so much to announce the beginning of the 5S
Campaign as it is to show the enthusiasm and commitment of the 5S Leader.
The 5S Leader heads the 5S Implementation Team.
The 5S Audit Team makes weekly inspection tours to check up on 5S conditions and suggest &
document remedial measures when conditions have begun to deteriorate.
The 5S Action Team, which consists of workshop leaders and ordinary employees, is responsible
for the nuts and bolts of 5S implementation. The team members study 5S theory while putting
it into practice in making 5S-oriented improvements.
Step 2 - Establish a 5S Implementation Plan
The 5S Leaders should address the organization’s current conditions, its goals, and its plan to
use the 5S initiative to lay a foundation for achieving those goals. A 5S Implementation Plan
should cover 90 days at a time.
Step 3 - Create 5S Campaign Material
5S Campaign Materials could include face-to-face meetings, newsletters, slogans, boards,

posters, banners, badges, 5S news, photo exhibits of before and after
Step 4 - In-House Education
5S Education Materials could include training classes, single-point 5S lessons, on-the-job

training, posters, in-house bulletins, 5S news, videos, and books.
The primary place for 5S implementation is the individual workplace
Encourage independent thinking, motivation, skill-building, and participation
Make it relevant, specific and engaging
Step 5- IMPLEMENTATION OF 5S
5.1 - Sort (Seiri)
Sort is the first step in the 5S Process and involves the meticulous examination of everything in
the work environment. All extemporaneous materials or anything unrelated to the workplace
are removed from the area. By removing clutter and unnecessary debris, 5S eliminates hazards
in the workspace. The separation of frequently used tools from rarely used items streamlines
work to create faster, leaner, and safer working conditions.
5.2 - Set-in-Order, Straighten or Simplify Access (Seiton)
Set-in-Order, the second step in the 5S Process, consists of putting everything in an assigned
area so it can be used and returned as quickly and safely as possible. Commonly used tools
should be easily accessible, saving both time and effort.
5.3 - Shine (Seiso)
Shine, the third step in the 5S Process, focuses on the cleanliness of the working environment
to create a clean and neat workspace. Maintenance and cleanliness become part of the
everyday working routine to increase both workplace safety and longevity of tools and
equipment. Shine focuses on not simply cleaning the working environment once, but keeping it
clean every day to maintain the facility and equipment long term.
5.4 - Standardize (Seiketsu)
Once the first 3S’s have been implemented, Standardize, the fourth step in the 5S Process,
creates a consistent approach with which tasks and procedures are performed. 5S related
duties, 5-Minutes 5S periods, cycle charts, visual cues, and checklists are integrated into regular
work duties to maintain the improvements achieved through the first 3S’s.
5.5 - Sustain (Shitsuke)
Sustain, often the most difficult step in the 5S Process ensures that the 5S approach develops
deep roots in the organization and becomes a vital part of the organization’s Operational
Excellence initiative. The implementation of 5S champions and coordinators, team-based
auditing, and active participation in ongoing 5S Visual Workplace Organization Kaizen Event is
essential to change entrenched behaviors and to define a new status quo.
PROs OF USING 5S METHOD
Less Waste Equals Improved Efficiency

A key principle of 5S is to get rid of items that are not used, and make it more convenient to
find those items that are needed. This gets rid of clutter, unnecessary tools, scrap materials and
unused supplies. It organizes, labels those tools and materials that are needed on a regular
basis. The result is that more time is spent productively and less time is wasted finding needed
tools and materials.
In 5S needed materials, tools, machines and equipment are positioned in ergonomic locations.
This helps reduce fatigue, makes them easier and faster to access and use, and results in a safer
workplace. In addition, ergonomic positioning helps to address and eliminate the seven wastes.
Less Space Used For Storage Equals Reduced Costs

By eliminating unused materials, tools and equipment, and getting rid of clutter, a surprising
amount of space will be freed up. There is a cost associated with space, not only in the rental or
lease costs, but in heating/cooling, cleaning and maintaining of that space.
Clean Equals Improved Maintenance & Less Down Time

When machines, equipment and tools are kept clean and free from clutter, it is easier to spot
defects, part failures, and problems such as an oil leak. This allows preventative maintenance to
address the problem before it becomes a more serious problem.
For example, if a machine is kept clean, an oil leak would immediately be noticed. The source
and cause of the leak can be quickly identified and the problem fixed, before low oil levels lead
to more serious damage to the machine.
Implementing 5S Equals Improved Safety

• Clean means that spills get cleaned up as soon as possible, eliminating the potential for slips
and falls.
• Clutter is removed, revealing hidden electrical, chemical or mechanical hazards.
• Having needed tools, materials and supplies close to where they are needed greatly reduces
travel (movement) and as a result reduces the potential for injury.
• Standardization means that unsafe practices are eliminated because those practices are not a
part of the standards.
Improved Morale Equals Greater Commitment to Job

When your employees see you care about them, their work area, and that you value their
input, they care more about their job. 5S naturally leads to this result.
5S is dependent on employee participation. It leads to employees being more engaged with
their job.
The clean, organized workplace is a more pleasant that leads to improved employee attitudes.
And also an increased pride in workmanship.
A lower numbers of injuries leads to a workforce that is happier (less turn-over), more
motivated, is getting more done with less effort, and is interested in further improving their
workplace and your products.
Less Clutter & Improved Morale Equals Improved Quality

 5S reduces clutter and that means it is less likely that items will be lost or damaged.
 5S makes needed tools conveniently and readily available, and that means the right tool
for the job will be used and the job will be done right.
 5S ensures tools are properly stored with the result being that products will not be
damaged by unsecured tools falling on or into work-in-progress.
 5S cleanliness helps reduce maintenance, and properly maintained machines, tools and
equipment mean quality standards will be maintained.
 5S produces improved employee morale and attention to detail, and that brings higher
quality.
Improvement of communication
Greater readiness for new tasks equals to Training time reduced for new employees
CONS OF USING 5S METHOD:
The major problems with5S appear when it is not properly understood, used or implemented.
Misunderstanding of what 5S accomplishes
If5S is perceived as a program, it may take on a life of its own and become an end goal of a
firm’s improvement journey. The proper role of5S is to stimulate and shape a culture for the
wider use of appropriate techniques that improve the functioning of a firm’s process system.
Resistance to change
5S may not be an appropriate starting point for improvement if there are serious constraints to
performance. For example, if a firm is capacity-constrained, focusing improvement effort at the
bottleneck process that is limiting system capacity will have more effect than embarking on a
companywide5S program.
Not addressing problems in the workplace
5S is a tool. If a firm blindly pursues5S without understanding its proper role in a lean system,
then the tool loses its effectiveness. If all you have is a hammer, then everything begins to look
like a nail. If you don’t have the problems that5S is designed to address, then don’t apply it—or
at least get to it in a proper logical sequence.
Lack of management support
BIBLIOGRAPGY
https://www.dvirc.org
https://www.linkedin.com/tony-ferraro
https://www.gotopac.com/articles.pdf
Extra
Pros
• Less Waste (Improved Efficiency)
• Reduced Space Used For Storage
• Improved Maintenance • Improved Safety
• Better, More Committed Employees
• Improved Quality
Cons
1. Misunderstanding of what 5S accomplishes

2. Resistance to change
3. Not addressing problems in the workplace
4. Lack of management support

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IMPLEMENTATION OF 5S VISUAL MANAGEMENT

Critical Factors for an effective 5S Visual Workplace Organization implementation are:

While the implementation of a 5S Visual Workplace initiative needs to be customized to the

Step 1 - Establish a 5S Implementation Organization

Step 2 - Establish a 5S Implementation Plan

Step 3 - Create 5S Campaign Material

5S Campaign Materials could include face-to-face meetings, newsletters, slogans, boards,

Step 4 - In-House Education

5S Education Materials could include training classes, single-point 5S lessons, on-the-job

The primary place for 5S implementation is the individual workplace

Encourage independent thinking, motivation, skill-building, and participation

Make it relevant, specific and engaging

5.1 - Sort (Seiri)

5.2 - Set-in-Order, Straighten or Simplify Access (Seiton)

5.3 - Shine (Seiso)

5.4 - Standardize (Seiketsu)

5.5 - Sustain (Shitsuke)

Less Waste Equals Improved Efficiency

Less Space Used For Storage Equals Reduced Costs

Clean Equals Improved Maintenance & Less Down Time

Implementing 5S Equals Improved Safety

Improved Morale Equals Greater Commitment to Job

Less Clutter & Improved Morale Equals Improved Quality

• Less Waste (Improved Efficiency)

• Reduced Space Used For Storage

• Improved Maintenance • Improved Safety

• Better, More Committed Employees

1. Misunderstanding of what 5S accomplishes

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