Business Management / Productivity Improvement

5S Made Easy
A Step-by-Step Guide to
Implementing and Sustaining
Your 5S Program

“ 5S Made Easy is a simple, easy-to-follow

easy-to-follow guide for 5S in manufacturing. It nicely explains how 5S
has a greater purpose than simple housekeeping. It is about standardizing and improving —often
overlooked points in a 5S deployment.”
—Drew Locher,
Locher, Change Management Associates, Shingo Prize-Winning Author of
Lean Office and Service Simplified and Value Stream Mapping for Lean Development

“Hurray to Dave Visco for 5S Made Easy .... The stability

stability created through an effective 5S process is
critical to every other best practice, from set-reduction and TPM to kanban and standardized work.
Dave’s book offers a step-by-step primer for any change leader who wants to get this foundational
improvement method right the first time.”
—Bruce Hamilton,
Hamilton, President, GBMP

“Anyone can begin a 5S program in their department or business by following this book’s
easy-to-understand steps. In addition, Visco has provided checklists, forms, and resource guides.
Almost everyth
ev erything
ing you need
nee d is right here.”
—From the Foreword by Mike McCarthy,
McCarthy , Lean Consultant and Author of Sustain
Your Gains: The People Side of Lean-Six Sigma

For decades, 5S practitioners have struggled with exactly how to implement and sustain a 5S
program in their workplaces. While there are many books available on the organization meth-
ods suggested by 5S, few provide easy-to-understand, step-by-step guidance on how to set
up and sustain successful 5S implementations. 5S Made Easy fills this need.

Written by an expert whose focus for the last decade has been nothing but 5S, the book
supplies in-depth guidance on how to implement and sustain each of the 5S pillars—sort, set
in order, shine, standardize, and sustain.

The book uses an easy-to-follow format that was designed for use during 5S events. It
provides color images of real-world 5S solutions, including before and after pictures from the
field. It also supplies readers with online
o nline access to all of the forms and documents needed for
an effective 5S program. All the forms and documents are provided in an easily editable format
to fit any operation.

ISBN: 978-1-4987-1
978-1-4987-1982-7
982-7
90000

9 7814
781498
98 719827
5S Made Easy
Aand
Step-by-Step Guide5StoProgram
Sustaining Your Implementing
5S Made Easy
Aand
Step-by-Step Guide5StoProgram
Sustaining Your Implementing

David Visco

Boca Raton London New York

CRC Press is an imprint of the

Taylor & Francis Group, an informa business

A PRODUCTIVITY PRESS BOOK

CRC Press
Taylor & Francis Group
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Boca Raton, FL 33487-2742
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© 2016 by Taylor & Francis Group, LLC

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Version Date: 20150721

International Standard Book Number-13: 978-1-4987-1983-4 (eBook - PDF)

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Contents
Foreword .........................
...................................................
....................................................
.....................................................
..............................
... ix
Preface.........................
...................................................
....................................................
....................................................
..................................
........ xi
1 What Is 5S and Why Do It?............. ..........................
.........................
.........................
..........................
............. 1
What Is 5S? ......................................................................................................... 1
Benets
Bene ts o 5S ................................................................................................. 1
Summary o Each o the 5 Pillars .................................................................. 1
How Is It Impl
Implemen
emented? ted?..................................................................................... 3
Action Items ................................................................................................... 4
Parking Lot Items ........................................................................................... 4
2 How to Use This Book ........... ........................
..........................
..........................
.........................
.....................
......... 5
Action Items ................................................................................................... 6
Parking Lot Items ........................................................................................... 6
Notes............................................................................................................... 6
3 Develop
Develop Your Plan ..............................
...........................................
..........................
..........................
.....................
........ 7
Develop Your Plan: Summary o Steps ........................................................11
Action Items ..................................................................................................1
..................................................................................................11
1
Parking Lot IteItemsms ..........................................................................................11
..........................................................................................11
Notes..............................................................................................................1
..............................................................................................................11
1
4 Train the Team
Team.............
..........................
.........................
.........................
..........................
.........................
.................
..... 13
Tips or Launc
Launchh Suc
Success
cess ................................................................................1
................................................................................15
5
Train
Train the Team: Summary
Summar y o Steps ..............................................................1
..............................................................16
6
Action Items ..................................................................................................1
..................................................................................................16
6
Team Ideas ....................................................................................................16
Parking Lot Ite
Items
ms ..........................................................................................16
..........................................................................................16
5 Sort 17
Benets
Bene ts ............................................................................................................. 18
Materials Need
Needed ed ..............................................................................................19
Pre-Eve
Pre- Event
nt Tasks .................................................................................................19

Red Tag Eve

LessonsEvent
nt Stepsor
Learned ..........................................................................................19
..........................................................................................1
Future Red Tag Tag Events ............................................... 21 9
Sort: Summary
Summar y o Steps................................................................................ 21

v
vi ◾ Contents

Action Items ................................................................................................. 22

Parking Lot Items
Items ......................................................................................... 22
Notes............................................................................................................. 22
6 Set in Order and a nd Shine .................
..............................
.........................
.........................
..........................
............. 23
Summary .......................................................................................................... 23
Benets
Bene ts ............................................................................................................. 23
Materials Needed
Needed ............................................................................................. 24
Pre-Eve
Pre- Event
nt Tasks ................................................................................................ 24
Set in Order and Shine Steps Steps ..........................................................................
.......................................................................... 25
Team Ideas ................................................................................................... 28
Some Idea Exampl Ex amples es .................................................................................... 28
Some Shine Idea Examples..........................................................................
Examples.......................................................................... 38
Some Idea Exampl Ex amples es .................................................................................... 39
Set in Order: Summary o Steps .................................................................. 47
Action Items ................................................................................................. 47
Team Ideas ................................................................................................... 47
Parking Lot Items Items ......................................................................................... 48

7 Standardize ............
........................
.........................
..........................
.........................
.........................
........................
........... 49
Benets
Bene ts ............................................................................................................. 50
Materials Needed
Needed ............................................................................................. 50
Pre-Eve
Pre- Event
nt Tasks ................................................................................................ 50
Standardize Steps ............................................................................................. 50
Benets
Bene ts ..........................................................................................................5
..........................................................................................................51
1
Benets
Bene ts o 5S Aud Audits its ........................................................................................ 52
Standardize:: Summary
Standardize Summar y o Steps ................................................................... 56
Action Items ................................................................................................. 56
Parking Lot Items Items ......................................................................................... 56
8 Sustain ............
.........................
..........................
.........................
.........................
..........................
..........................
.................
.... 57

Summary
Benets
Bene .......................................................................................................... 58
ts ............................................................................................................. 57
Materials Needed
Needed ............................................................................................. 58
Pre-Eve
Pre- Event
nt Tasks ................................................................................................ 58
Sustain Steps
Steps .................................................................................................... 59
Sustain: Summary o Steps Steps .......................................................................... 64
Action Items ................................................................................................. 64
Parking Lot Items Items ......................................................................................... 65
9 The Ideal Conditions
Conditions to ImplemImplement ent Lean ............
.........................
..........................
................. 67
Know What Your End Goal Is..........................................................................6
..........................................................................67
7
Make Sure Leadership
Leadership Is Onboard .................................................................. 68
Prepare
Prepare Your Peo
People
ple ........................................................................................ 68
 Contents ◾ vii

Do Not Lose Momentum ................................................................................. 68

Action Items ................................................................................................. 69
Parking Lot Items
Items ......................................................................................... 69
In Closing ............................................................................................... 71
5S Launch Guide..................................................................................... 73

Dev
Develo
Trainelop
p Your
the Yo ur Plan
Team:Plan:
: Summary
Summary o Steps
o Steps ........................................................... 73
................................................................. 73
Sort: Summary o Steps
Steps ................................................................................... 73
Set in
i n Order: Summary o Steps.......................................................................7
.......................................................................74
4
Standardize:: Summary o Steps ........................................................................7
Standardize ........................................................................74
4
Sustain: Summary o Steps ...............................................................................7
...............................................................................74
4
5S Materials Checklist .....................
.................................
.........................
..........................
.........................
.................
..... 75
Forms
Forms .............
.........................
.........................
..........................
..........................
.........................
.........................
..........................
............. 77
Resources ............
.........................
..........................
.........................
.........................
..........................
..........................
...................
...... 83
Training and EducaEducation tion.................................................................................... 83
Supplies
Sup plies ............................................................................................................ 83
Acknowledgments
Acknowledgments ............
........................
.........................
..........................
..........................
.........................
...................
....... 85
About the Author
Author............
........................
.........................
..........................
..........................
.........................
.....................
......... 87
Foreword
5S has become one o the most popular improvement activities in actories,
oces, and small shops across America. 5S is straightorward and eective in
improving any operation.
Despite its popularity, there are only a handul o books that explain how to
do 5S. Veteran 5S coach and consultant David Visco has stepped in to help ll
that gap with his “how-to” workbook, 5S Made Easy. Anyone can begin a 5S pro-
gram in their department or business by ollowing this book’s easy-to-understand

steps.
AlmostIneverything
evaddition,
erything Visconhas
eed provided
you need is right checklists,
right here.
her heorms,
e. And, he showsand
shows youresource
you tguides.
where to
where o get the
the
materials you need.
In that sense, Visco has “5S-ed” the process o implementing 5S: simple,
understandable steps; checklists o what to do; checklists o materials you will
need, and where to get them. Truly
Truly,, 5S Made Easy.
So, what are you waiting or? David Visco has made 5S easy or you. Get started!

Mike McCarthy
Lean Consultant
Consultant
Author o Sustain Your Gains: The People Side o Lean–Six Sigma
Author

ix
Preace

Why I Wrote This Book

I rst learned about 5S over a decade ago, while working or a global medical
device manuacturer in Massachusetts. I had always been known as an organized
guy and the department I managed with my team was impeccable—a thing o

beauty. Or so that
improvement I thought. When
5S could I learned
bring about
us, I was the opportunities
hooked. I read severalor additional
books (blogs
were
wer e not really
really a thing quite yet
yet)) and Google
Google was just starting to
to explode.
explode. The
inormation available at the time was somewhat limited. Finding supplies, well,
that is a whole other topic altogether.
Ever since then I have been studying, learning, implementing, ailing,
succeeding,
succee ding, ailing, and trying
tryi ng again at 5S until I nally
 nally gured out the best
methodologies needed or a successul 5S program. There are some good
books out there on the topic but none are laid out like the book you hold in
your hands.
I have taken all my learning, research, and success rom the last decade and
compiled it into this one o a kind, easy-to-ollow, step-by-step workbook. I am
condent that i you ollow the steps as they are laid out, you will nd 5S has
been made easy or you.
Tell me your story! E-mail your successes, ailures, and lessons learned to
me at: David.Visco@the5Sstore.com. While I cannot promise to use your spe-
cic story, I will be selecting stories and lessons learned or my next book,
True Stories o 5S Made Easy. I your story is selected, you will be listed in the
acknowledgments and receive a complimentary
complimenta ry copy
copy..

David Visco
5S Expert

xi
Chapter 1

What Is 5S and Why Do It?

What Is 5S?
5S at its core is about removing non- valu
value-
e-added
added processes by developing stan-
dard methods or doing the necessary work. An eective 5S program thereore
improves eciency, quality, workfow, and employee saety.
5S is based on the Japanese words that begin with the letter “s.”

◾ Sort (Seiri)
◾ Set in Order (Seiton)
◾ Shine (Seiso)
◾ Standardize (Seiketsu)
◾ Sustain (Shitsuke)

These ve “pillars”

“pillar s” make up the 5S System (as seen in Figure 1.1).
1.1).

Benefts o 5S
◾ Saves time wasted searching or tools.
◾ Reduces the amount o walking to complete tasks.
◾ Increases saety by eliminating stretching, bending, and tripping hazards.
◾ Increases equipment reliability
reliabilit y.
◾ Standardizes steps or easier and more accurate cross-training.
cross-training.
◾ Frees up valuable foor space.
◾ Helps lay the oundation or a continuous improvement culture.

Summary o Each o the 5 Pillars

Sort—Sort is the process o removing everything that is not needed in the
area. This process involves going into every nook and cranny o the area,

1
2 ◾ 5S Made Easy

Figure 1.
1.1
1 5S Circle
all drawers, cabinets, shelves, corners, and closets. This is addressed during
a red tag event when people walk through the area with pre-made
pre- made red tags
(either adhesive or wired) and label anything they deem unnecessary in the
area. All red-tagged
red-tagged items are then moved to the predetermined red tag area
or uture disposition.
Set in Order —Is basically the process o laying out tools, equipment, and
processes at the point o use or the worker while also improving overall
saety and ergonomics. This step typically takes longer than the others and
requires a number o 5S materials such as foor tape, tool control oam, peg-
boards, tool shadow tape, label machines, and much more.
Shine—Much o this step is handled during the Set in Order step. The intent
here is threeold. First, clean the area, which may include scrubbing or
painting equipment, replacing foors, painting walls, and more. Second,
develop a schedule and responsibilities to make sure the area is kept up to
standards. Third, and most important, Shine provides an atmosphere where
we are
are able
able to use cleaning
cleaning as a way o inspecting
inspecting equipmen
equipmentt by making
making it
easier to spot machinery in need o repair (or example, oil leaks are more
noticeable in a clean environment).
Standardize —This step helps set clear, visible methods or how the agreed
upon status o the area should be kept. One o the key tools used or stan-
dardizing is the 5S Audit. Audits are routinely conducted based on a strict
set o standards. These audit results are posted and monitored. Necessary
actions taken to improve the results are noted.
 a nd Why Do It?
What Is 5S and ◾ 3

Sustain —Considered to be the most dicult o the 5 pillars, Sustain is the

routine that keeps everything rom going back to the way it was beore 5S.
This is actually much easier than most think. Sustain just takes repetition,
diligence, and accountability until it becomes a habit.

How Is It Implemented
Implemented??
This outline is just a summary. We will go in depth on implementing each o the
5 pillars in the orthcoming chapters. The pillars are generally implemented in
order with one pillar ollowing ater the other.
Once a company decides to movemove orward with 5S, it is important
i mportant to plan appro-
priately.. Some items to consider are choosing the
priately t he right project leader
leader,, 5S champion
champion,,
team members, the size o the area to address, timerame, and ultimate goal.

Project Leader—It is important that the project leader is someone who has
a thorough understanding o 5S and signicant experience managing and

5Simplementing process
Champion—This
Champion change.the person responsible or the area. They will
is typically
be in the trenches while also giving guidance and instruction to the team.
Team Members—Make sure to get everyone that works directly in the area
involved with the 5S implementation. Additionally, it is a good idea to have
one or two people rom outside the department, or some “resh eyes” on
the situation.
Size o the Area—Some companies opt to implement 5S across the entire plant
all at once. This is generally a bad idea. It is much more eective to choose
an area around 1000 sq. t. so that all o the necessary work can be com-
pleted. Ideally, choose an area where a set o work processes begin and
end. 5S should help the work to fow through this set o processes.
Timerame—There are two options with regard to the timerame or the ini-
tial 5S event. Option 1 is to close down the area or 3 to 4 days and have
the team dedicated to this event. Option 2 is to roll it out or a ew hours a
week
wee k or one
one day a week
week until the even
eventt is comple
complete.
te. Many
Many companie
companiess nd
this option easier to manage, as it is less disruptive to the operation.
Ultimate Goal—As with any process change, it is important to determine the
overall objective beore proceeding. Some companies use the rst three pil-
lars, Sort, Set in Order, and Shine to simply clean up the place. While this
gets the area cleaned up, it will not be sustainable without the other two pil-
lars, Standardize and Sustain. The company needs to decide upront whether
this is just a quick cleanup project or an overall change on how to manage
their work process. A true 5S program never ends, as it is always making the
workfow easier
workfow easier,, saer,
saer, and
and aster
aster..
4 ◾ 5S Made Easy

Action Items
1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________

4. _______________________________________________________
___________________________ _______________________________________
___________
5. ___________________________
_______________________________________________________
_______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________
Chapter 2

How to Use This Book

There are many books available on the subject o 5S. While some o them are
good on content, they all ail at providing an implementation plan that is easy to
ollow—until
ollow—until now
now.. In
I n 5S Made Easy we have provided you with an easy-to-
easy-to-use,
use,
systematic, step-by-
step-by-step
step workbook or implementing a successul 5S program that

is eective
This bookand
is sustainable.
written or the project leader and the team members responsible
or implementing the 5S program in the area.
For the process to be eective, you must ollow the book in the order it is
presented. Do not skip right to Set in Order to clean up your workspace. I you
are just looking or some ideas on ways to prepare an area or an upcoming tour,
I suppose you could ocus on Chapter 6: “Set in Order and Shine.” But trust me,
all the hard work will disappear within a ew short days or weeks along with all
o the goodwill and positive eelings generated during the cleanup.
I, however, you are serious about nally learning how to implement a 5S pro-
gram that will help your production and be sustained over the long term, ollow
the book in order. Do the steps as suggested. Do not skip a thing. The guidance
in this book is built on over a decade o proven methodologies and hands-on
hands- on
experience rom the author. 5S is a system that will not unction properly without
all o the pieces. Similar to a house o cards, remove one card and the house just
might hold, but remove just one more card and you will likely have a mess on
yourr hands.
you
I suggest that you create a 2-inch three-ring
three-ring binder to keep all o your 5S doc-
uments to use in the uture as a reerence guide. All documents and worksheets
throughout the book can be downloaded rom the 5S Made Easy category on our
website
we bsite,, The 5S Store
Store,, at: www.the
www.the5Ssto
5Sstore.
re.com/5
com/5SMad
SMadeEasy
eEasy..
Ok, now, let’s get to work.

5
6 ◾ 5S Made Easy

Action Items
1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________

4. _______________________________________________________
___________________________ _______________________________________
___________
5. ___________________________
_______________________________________________________
_______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________

Notes
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Chapter 3

Develop Your Plan

Beore jumping into your 5S program, it is absolutely critical that you develop
a plan. While most o us preer to not think o 5S as a project, there is still an
initial project-like
project-like component: planning. Where 5S diers rom most projects is
that projects have an end date. 5S, or lack o a better term, is a journey with

no end date.
However, Theis initial
there implementation
a routine o the
to establish that 5Ssustain
will pillars all
willthat
have
hasanbeen
end accom-
date.
plished. Like brushing your teeth, there are 5S procedures that have to be done
as a daily routine.
With that said,
said, let’s
let’s begin this journey
journey by
by creating
creating a project
project plan
plan using
using the 5S
Project Charter orm (Figure 3.1). See the “Forms” section at the end o this book,
or as with all the orms, go to The 5S Store at: www.the5Sstore.com/5SMadeEasy
www.the5Sstore.com/ 5SMadeEasy
to download the orms or use.

Step 1: Get a 2-inch three-ring

three-ring binder to store all o the project documents.
Also, i you
you have
have access
access to your
your compan
companyy compute
computerr server,
server, create
create a shared
shared
older to store all pictures, documents, action items, parking lot items, and
so on.

Step 2: Determine which area to implement 5S. Consider the ollowing:

How many shits are run running
ning in this area? It is best to work on an area that
has only one shit—i at all possible. I only multiple shits are available,
make sure to keep the other shits up to date on what is going on and
arrange a orum to get their input. Truth be told, managing multiple shits
when
whe n implemen
implementing
ting 5S can
can be a challeng
challengee because
because people
people on the other
other
shits will not have the same understanding o what is going on as the peo-
ple implementing 5S.

Caution
Do not lose sight o the need to include these other shits and inorm
them o what changes were made and why. Otherwise they might

7
8 ◾ 5S Made Easy

5S Project Charter

Project Authorization
Organization: Coach: Project Lead:

Project Title: Project Area Name:

What are
are the challenges?
challenges?

Project Objective:

Target Completion Date: Estimated Benefits:

Coach Signature: Project Lead Signature: Approval Date:

Project Team
Name Role E-mail Address Phone

Scope

Critical to Customer Satisfaction:

Inside Scope of Project: Outside Scope of Project:

Figure 3.
3.1
1 5S Project Charter
“undo” any rearrangement o the work area. For example, a colleague
o mine tells the story o one group moving the machinery to make a
smoother production fow, only to nd that the 3rd shit had moved it
all back overnight. Nobody had inormed the 3rd shit o the changes.

Is this area one where you can really make a big splash—a show
showcase
case
area—a best practice 5S area? Choose your area wisely.
Try and keep the area under 1000 square eet and make it an area or
department where a sub-process
sub-process starts and stops (beore handing o the
product to another department)
department)..
Will you
you shut down the area or 3 to 4 days and complete the implemen-
tation, or will you do the implementation in pieces spread out over several
weeks?
wee ks? I you
you have
have the
the slack
slack in your
your production
production sche
schedule
dule to
to do it all at once,
once,
then you have the advantage o a quicker and smoother transition. I you
cannot shut down, then you need to spread the implementation out over
several weeks. Progress will be slower, but you can continue with produc-
tion. A benet o spreading the implementation out over several weeks is
that people can stay ocused on 5S during the training and not worry about
the workload that may be building up back at their desk or workstation.

Step 3: Complete the Project Charter. Some tips or creating your 5S Project
Charter ollow
ollow::
 Develop Your Plan ◾ 9

Where the charter says “Critical to Customer Satisaction,” make a list o

things that cannot be changed because the customer requires them.
Where the charter says “Inside Scope o Project,” list two to three exam-
ples o things that are okay to change. These are things that your depart-
ment controls and do not aect the product or other departments, such as
where
whe re you
you store
store your
your tools.
tools.
Where the charter says “Outside Scope o Project,” list any things that you
are not allowed to change. These are things that may aect product qual-
ity, delivery time, or cost. For example, buying a new CNC milling machine.
Other out o scope items or most 5S events would be elements that orce
big changes on departments upstream or downstream o the operation
where
whe re you
you are impleme
implementing
nting 5S.
5S. An example
example would
would be
be deciding
deciding that you
you
will work
work on certain
certain product mode
modelsls only on
on Mondays
Mondays..

Step 4: Make a list o the tools and supplies you will need. Order them and
stage them in the area you chose or your 5S event.

Caution
Keep in mind that you need to order Set in Order materials prior to
yourr Set in Order
you Order event.
event. You
You should
should plan on
on at least
least a 2-wee
2-week
k lead
lead time
to receive all o your items. You will nd a suggested “5S Materials
Checklist” at the end o this book. You can also contact one o the
experts at The 5S Store at: www.the5Sstore.com or (978) 842-4610, and
tell them you are ollowing the 5S Made Easy workbook and could use
some help determining which products you need. A great idea is to
take some pictures o the area and send them to The 5S Store expert
and arrange or a ree 30-minute consult. The sta are very happy to
help you on your way. This preparation and going to an expert rst
who knows
knows the 5S Made Easy methodologies can also save you a lot o
time and money.

Step 5: Inorm all the other departments about your implementation plan.
Make it clear that you and your teammates are not to be disturbed during
the implementation times.

Tip

Get a “5S in Session” sign (Figure 3.2) and put it in the area when you are in the
midst o the event. Make sure everyone
everyone understands what this sign means.
10 ◾ 5S Made Easy

Figure 3.2 “5S IN

IN SESSION”
SESSION” Sign Pal (Courtesy o The 5S
5S Store, LLC, Pepperell, MA, and
Accuorm Signs, Brooksville, FL.)
Caution
The leader o the team absolutely has to set this precedent and lead by
example. Stay o your smartphone and laptop during the event and do
not let anyone pull you away.

Tip

Contact the acilities

prove extremely department
benecial in particular.
par ticular.
i equipment needs Ask
to beormoved
their help. This group
or power needs can
to be
disconnected or sign hanging is required. Keep them in the loop, invite them to
lunches,
lunches, and notiy
noti y their manager. This level o inclusio
i nclusion
n will garner respect and
the support you need—while also keeping your team sae.

Step 6: Beore you begin the Sort process, make sure to take plenty o beore
pictures.

Tip
Try and take the pictures rom positions that
t hat you can use in the uture or your
ater pictures. The “beore and ater” pictures are more eective i the viewpoints
are identical.
 Develop Your Plan ◾ 11

Develop Your
Your Plan: Summary o Steps
☐ Get a 2-inch three-ring
three-ring binder to store all o the project documents.
☐ Determine
Determi ne which area to implement
implement 5S.
☐ Complete the Project Charter.
☐ Make a list o the tools and supplies you
you need.
☐ Inorm all other departments about your implementation plan.
☐ Take plenty
plenty o beore pictures.

Action Items
1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________

6. ___________________________
_______________________________________________________
_______________________________________
___________

Notes
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Chapter 4

Train the Team

It is critical to the success o your 5S program that you properly train the people
that will work in the area. Do not rush through this initial
i nitial training. This will
likely be all new jargon and strategies or the group. The unknown scares people
and can put them on the deensive. As the leader it is imperative or you to listen
with sincere
sincere empath
empathy y. Additionally
Additionally,, make sure the team understands
understands that most o
these steps will require their ideas and hands-on
hands-on eort rom them, not you, and
not the Lean manager. This is a team eort. It is up to the team members. It is
yourr responsibility
you responsibility as the
the leader
leader to make this point abundan
abundantly
tly clear,
clear, as
as well
well as
to hold yoursel to this standard.

Tip
Have a mind-set
mind-set that i you were away or several months ater the 5S implemen-
tation, the area would look even better when you returned because the team and
you put
put in a standardized process
process (the
(the ourth S)
S) that the team owned
owned and took
took
pride in.

Step 1: Use the What, Why, Where, When, and How ormat to explain what 5S
is all about:
◾ What—5S at its core is about removing non- valu value-
e-added
added processes by
developing
devel oping standard methods (one best way)way) or doing the
t he daily work. An
eective 5S program
progr am thereore
t hereore improves eciency,
eciency, quality,
qual ity, and employee
saety. All o us will do the work this standard way. 5S is roughly based
on the Japanese words
words that begin with the letter “s.”
– Sort (Seiri)
– Set in Order (Seiton)
– Shine (Seiso)
– Standardize (Seiketsu)
Shitsuke
– Sustain ( )

13
14 ◾ 5S Made Easy

◾ Why? (Benets)
– Saves time wasted searching or tools.
– Reduces the amount o walking to completecomplete tasks.
– Reduces non-valu
value-
e-added
added steps thereby
t hereby improving eciency.
– Increases saety
saety by elimi
eliminating
nating stretching, bending, andand tripping
hazards.
– Increases equipment
equipment reliabilit
reliability
y by
by making malunctions easier to to spot.
– Standardizes steps oror easier and more accurate cross-training.
cross-training.
– Frees up up valuable foor space.
– Helps make production fow more smooth and continuous.
◾ Where —The area where the event will take place.
◾ When—What
When— What impleme
implementatio
ntationn plan hav
havee you
you chosen?
chosen? A little bit
bit each
each
week
wee k or shut
shut down
down the area
area or
or several
several days?
days?
◾ How—Show the project plan. Explain that there will be some classroom
style training but that most o the learning will be hands on out on the
shop foor. Explain that you will ollow a step-by-
step-by-step
step ormat provided by
author and 5S expert, David Visco, president o The 5S Store.

Step 2: Go through
t hrough the
t he PowerPoint
PowerPoint presentation ound at: www.
w ww.the5Sstore.
the5Sstore.
com/5SMadeEasy. Schedule 1 hour to go through the slides and make sure
to leave plenty o time or Q&A.

Tip
Ask or examples
examples about
about how you can use the ideas in your
your area and
and write them
into the “Team Ideas” section at the end o this chapter. Reer back to these ideas
during the Set in Order step.

Step 3: Following the Pow

PowerPoint
erPoint slide show,
show, we suggest the team watch a brie
video. Studies hav
video. have
e shown
shown that
that learning through
through a ew
ew dierent
dierent methods
methods
helps solidiy the learning. There are several videos on the market today.
We
W e suggest
suggest the Funda
Fundamental
mental Principles 5S video course. Use the coupon
Principles o 5S
code “5SMadeEasy” during checkout to receive 10% o this video. You can
nd the video at: www.
w ww.the5Sstore.
the5Sstore.com/5S-
com/5S-video-
video-course.html.
course.html.

Step 4: Play the 5S Nuts & Bolts Game developed by GBMP (Figure 4.1). This
game’s simple ormat will help drive home how 5S can remove stress and
conusion with sta members while also improving product quality and
customer satisaction. Simulation games are a great way to learn concepts
while also
also having
having some un in a team setting. You can nd
nd this game at:
at:

www.
www.the5
above,,the5Sstore
above useSstore.co
.com/
m/nuts-
the couponnuts-bolts-
codebolts-game.html
game.html and
“5SMadeEasy” as with
to save 10%.the video mentioned
 Train the Team ◾ 15

Figure 4.1
4.1 5S Nuts & Bolts Game by GBMP (Newton, MA)
Tip
Be prepared to stop throughout the video to point out particular areas o inter-
est and to eld questions. As with the PowerPoint presentation, write any ideas
into the “Team Ideas” section at the end o this chapter. Reer back to these ideas
during the Set in Order step. Interactive
Interactive viewing is key to making the group eel
comortable and enthusiastic about the endeavor.

Tips or Launch Success

Choose someone to take meeting minutes and notes during the t he entire event. Make
sure to save these notes electronically
electronically or sharing during
duri ng other rollouts. Utilize a 2 ′

× 3 Post-it
Post-it style pad and maybe an easel to keep track o the ollo
ollowing:
wing:
◾ 5S ideas that the team thought o during the PowerPoint and the video.

◾ A running list o action

action items.
items.
◾ Team ideas.

◾ Parking lot items (ideas or concerns that surace but are out o scope).

◾ Materials list.

◾ Lessons learned.

◾ Take plenty o beore pictures prior to beginning the event.

◾ Capture a team picture.

◾ Get everyone on the team to sign the Project Charter.

Note: There
ideas, and are also
general areas in each chapter to capture action items, parking lot
notes.
16 ◾ 5S Made Easy

Never orget that this is new or most i not all o the trainees. Be empathetic
to their concerns and listen with sincerity. They are learning something new, and
all learning curves start slowly.

Train the Team: Summary o Steps

☐ Use the What, Why, Where, When, and How ormat to explain what it is
all about.
☐ Go through the PowerPoint
PowerPoint presentation.
presentation.
☐ Watch the 5S video.
☐ Play the 5S Nuts & Bolts Game.
Game.
☐ Conduct a Q&A session with the team.
☐ Capture team ideas.

Action Items
1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________ _______________________________________
_______________________________________________________ ___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________

Team Ideas
1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________

4. _______________________________________________________
___________________________ _______________________________________
___________
5. ___________________________
_______________________________________________________
_______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________

4. _______________________________________________________
___________________________ _______________________________________
___________
5. ___________________________
_______________________________________________________
_______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________
Chapter 5

Sort

By now i you have ollowed the steps in the other chapters you should have:

◾ A general
general idea
idea as to what 5S
5S is all about.
about.
◾ An understanding
understanding o the
the benets
benets o 5S.
5S.
◾

◾
A Proj
Project
The ect Charter.
team, Charter
project. lead, scribe, and 5S champion in place.
◾ Determined the project schedule (i.e., a 4-day blitz or spread out over sev-
eral weeks).
◾ Determined the workspace where 5S will be implemented.
◾ Communicated the general plan to all other departments (especially the
acilities and maintenance departments).
◾ Trained the team on 5S concepts and reviewed the plan with them.
◾ A 2 × 3 Post-
′ ′ Post-it
it style pad and easel or capturing action items and other
notes.
◾ Plenty o beore pictures.

I you
them have
in ull skipped
prior any othe
to starting theSort
above
step.items, I strongly suggest completing
Assuming those items are all done, done, let’s
let’s move
move orward.
orward.
Imagine i you will, going through the utensil drawer in your home kitchen.
Along with
with several
several spatulas,
spatulas, spoons,
spoons, corn
corn holders,
holders, corkscrew
corkscrews,
s, and whisks,
there is something sharp in there. But you are in that drawer digging, looking,
searching or a bottle opener and, oops! You just sliced your nger on a knie.
Stressul and unsae—that is the type o situation that Sort helps eliminate or
yourr employ
you employees.ees.
Sort is the rst o the ve pillars o 5S. During this step you will go through
the chosen area and remove everything not needed or current production. The
more clutter you remove, the easier the next step, Set in Order, will be. Plus, it
just simply makes the area easier and saer to work in. The tool most oten used
during the Sort process is a 5S red tag (see Figure 5.1a). The tag is used as a
means to depict the status o an item that may or may not be needed in the area.

17
18 ◾ 5S Made Easy

Date Tagged By
Item Description
5S RED TAG
Department Action to Take:
Item Type: Trash
Raw Materials Tools Hold
Finished Goods Instruments Move to
WIP Equipment Contact

Machine Parts Other Other

Other
Reason Tagged:
Manager’s
No Longer Used Unknown Owner Date Initials
Doesn’t Work Other Tag No.
Other www. the5Sstore.com 50T5SP

(a)

(b))
(b

Figure 5.1 (a) Red Tag

Tag and (b) Red Tag
Tag Area Sign (Courtesy
(Courtes y o The 5S Store, LLC, Pepperell,
MA, and Accuorm Signs, Brooksville,
Brooksville, FL.)

The tagged items are then moved to a predetermined red tag area oten labeled

with a red
red tagtime
Estimated areatosign
time (see Figure
(see
complete
complete Fthis
igure
th 5.1b
5.1
is step b). to 3 hours, depending on the size o
—1
the area.

Benefts
◾ Removes clutter
◾ Saves money by nding missing tools, oce supplies, and inventory
◾ Improves saety
◾ Improves space availabilit
availability
y
◾ Improves workfow
◾

◾
Improves productivity
Reduces searching
 Sort ◾ 19

Materials
Materials Needed
The materials needed are red tags, pens, red tag area sign, material handling
carts, trash barrels, dumpster, saety glasses, and gloves.

Pre-Event
Pre-Event Tasks
Develop a plan or what will be done with the material put in the red tag area.
Some things to consider:

Who will have

have the
the nal say
say on the disposi
disposition
tion o items?
____________________________________________________________________
How oten will the red tag area be reviewed?
____________________________________________________________________
Will you track
track red tagged
tagged items
items to help
help capture how much was saved
saved or
or
trashed? ☐ Yes ☐ No
Who will be held
held respo
responsibl
nsible
e or
or maintaining the 5S red tag area?
____________________________________________________________________
Install a 5S Communication Board (or examples, see Figures 6.29 and 6.30 at
the end o Chapter 6).
What will be done
done with
with the items
items that are
are no long
longer
er needed?
needed? Can any o
o the
items be given to employees? Sold? Donated?
____________________________________________________________________
____________________________________________________________________

Red Tag Event Steps

Step 1: Write in the names o the people that attended the event:
________________________________ ________________________________
________________________________ ________________________________
________________________________ ________________________________
________________________________ ________________________________

Throughout the event remind the team that all unnecessary items are to be
removed rom the designated
designated area. This
Th is means every single item must be con-
sidered. Go through the entire area, let to right, top to bottom.
20 ◾ 5S Made Easy

Step 2: Review the benets o the Sort process with the team. Determine the
length o the event. Explain that the plan is to go through the entire area,
opening all drawers, cabinets, shelves, and so on, and remove and tag
everything that is not needed to do their daily tasks. Remind them that i
they have duplicates o items, those should be removed too. For example,
many people have several o the same screwdriver at their workstation when
they really only need one. Remind the team to practice saety guidelines
regarding bending, reaching, and liting. It is also a good idea to wear saety
glasses and gloves during the event.

Step 3: You will use preprinted blank red tags with elds to be lled in dur-
ing the event. There are many areas on the orm to be lled out. Make sure
everyone has one orm in their hands while you are discussing this step.
Decide as a team what sections must be lled out. Take a tag and circle with
a Sharpie those areas the team has decided are important. Keep that tag
aside and handy or uture reerence.

Step 4: Begin the red tag event. Hand everyone a handul o red tags. Make
sure you have an ample amount o red tags available. The last thing you
want is to run out
out o tags.
tags. Be availabl
available
e to answer
answer any ques
questions
tions that
that may
arise.

Tip
Ater the initial event, place
place unused red
red tags in a 5S Red
Red Tag
Tag Center
Center (Figure
(Figure 5.2)
5.2)
strategically placed throughout the acility (Figure 5.3).
For large acilities, place several o these red tag areas and 5S Red Tag Center
signs throughout the plant to help reduce wasted travel time.

5SCENTER
TAG RED

Red Tag Procedure:

TIME TO • Identify items — Unnecessary,
REORDER Unneeded, or Misplaced
• Fill out Red Tag
5S RED
• Attach tag to item for evaluation
TAGS
• Move item to Red Tag Area
• Remove, relocate, or discard item
after designated holding period

Figure 5.2 “5S Red Tag Center” Figure 5.3 Red Tag Area ater a Sort Event
Sign (Courtesy o The 5S Store, LLC,
LLC, (Courtesy o Macresco, Boston, MA.)
Pepperell, MA, and Accuorm Signs,
Brooksville, FL.)
 Sort ◾ 21

Step 5: Once the event is done, take ater pictures rom the same view as the
beore pictures as well as a picture o the now lled red tag area. Also, make
sure to take a picture o the team in ront o the area that the team just
sorted through.

Step 6: Reconvene as a team in ront o the red tag area. Discuss any thoughts
and lessons learned or uture red tag events. Capture action items and park-
ing lot issues.
Estimated value o items removed
removed:: $_______
Estimated square ootage saved by removing the unneeded items?
_____ sq. t.

Lessons Learned or Future Red Tag Events

1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________
4. ___________________________ _______________________________________
_______________________________________________________ ___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________
7. _______________________________________________________
___________________________ _______________________________________
___________
8. _______________________________________________________
___________________________ _______________________________________
___________
9. _______________________________________________________
___________________________ _______________________________________
___________

Step 7: Using the “Beore and Ater Template” (see:

(see: www.the
w ww.the5Sstore.co
5Sstore.com/
m/
5SMadeEasy) save your beore and ater pictures to the template and post
the document on your 5S Communication Board.

Next Step —Set in Order and Shine. During this step you will arrange the tools
and equipment at point o use, arrange visual controls, and set up daily 5-minute
5S routines.

Sort: Summary o Steps

☐ Write in the names o the people that attended the event.
event.
☐ Review the benets
benets o Sort with the team.
☐ Quick review o how to ll out a 5S red tag properly.
properly.
☐ Start the red tag event.
event.
☐ Take ater photos o the area as well as the new red tag area.
☐
☐
Discuss
yourlessons
Post your “beorelearned withdocument
and ater” the team. on your
your 5S Communication Board.
22 ◾ 5S Made Easy

Action Items
Things that still need to be done:

1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________ _______________________________________
_______________________________________________________ ___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________

Notes
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
______________________________________________________________________
Chapter 6

Set in Order and Shine

Summary
Have you ever lost your keys? You
You were ready to leave your house in i n a rush
r ush only
to realize you cannot nd your keys. Initially, you check all the normal areas and
then concern sets in as the keys continue to elude you. You cannot nd them.
You
Y ou get
get stressed;
stressed; you
you start double
double and triple
triple checking
checking the same spot.
spot. I someo
someone
ne
speaks to you, you are likely to respond somewhat harshly. Then, voila, the keys
show up and all the stress and anxiety goes away. Lie is good again except now
you are late.
late. Similar occurrences
occurrences hap
happen
pen all day
day, every
every day on the
the manuactur-
manuactur-
ing foor. The average worker spends 30% o his/her his/ her day searching, looking or
tools and materials, or wondering what to do next. There is so much time wasted
simply due to a lack o order. This is where Set in Order, the second pillar o 5S
comes in, combined with the third pillar, Shine.
Set in Order is basically the process o arranging the work area so that tools,
equipment, and materials are kept at the point o use, at the most appropriate
distance with visual controls (labels and shadow boards) in place to make non-
compliance (anything out o place) easily noticed. During these steps, you will
go through the chosen area and arrange items such as tools, equipment, and
supplies at the point o use and label them so anyone knows where the items
belong. Moreover, you will clean up the area while putting processes in place to
keep it looking clean and orderly.
Estimated time
time to complete this step —6 to 14 hours depending on the size and
complete this
condition o the area.

Benefts
◾ Puts everything you need to do the job in plain sight just where you need it.
◾ Removes clutter.
◾ Reduces wasted time searching or items.
◾ Improves saety by removing tripping hazards.

23
24 ◾ 5S Made Easy

◾ Improves workspace availability

availabilit y.
◾ Improves workfow.
◾ Improves productivity
productivit y.
◾ Develops
Deve lops a standard o consistency or where and how items should be stored.
◾ Develops a standard or how the area should look overall.
◾ Reduces worker rustration rom searching or lost or misplaced items.
◾ Decreases deects by reducing the potential o using the wrong items or tools.
◾ In a clean area it is easier to see maintenance problems such as oil leaks.
◾ Provides a more approp
appropriate
riate and enjoyable work atmosphere.

Materials
Materials Needed
The materials needed are red tags, scissors, foor tape, pallet corners, trash barrel
signs, tool shadow tape, pegboards and hooks, cable ties, Sharpies, label printer,
magnetic 8 × 11 ticket holders, parts bins, sign maker, paint, paint brushes, clean-
ing supplies, brooms, dustpans, vacuum, rags, masking tape, material handling
carts, trash barrels. (See the “5S Materials Checklist” at the end o this book.)
Take a Minute —Discuss some examples o where searching or an item has
wasted
waste d time and hampere
hampered d production
production..

Pre-Event
Pre-Event Tasks
◾ Take plenty o pictures o the area beore you begin the event.
◾ Have your 5S materials already in stock, organized, and laid out or ease
o access. (See the “5S Materials Checklist” at the end o this book.) Some
plants have a “5S Cart” with all o the 5S supplies on it.
◾ Determine what colors will be used or certain material status. These col-
ors are considered your 5S Color Visual Standards. (See an example o “5S
Visual Standards”
Standards” in Figure
Figure 6.1
6.1 and also
also in the “Forms”
“Forms” section
section at
at the end
end o

5S Visual Standards

Color Standard Categor y Description

Red Hold/Quarantine Rejects/Hold/Issues
Yellow Warehouse Materials Outgoing/Incoming
Materials/Palletizing Areas
Materials/Palletizing
Green Signals/Triggers Kanban Locations
Blue Tools & Accessories Trash Cans, Pallet Jacks
Black/Yellow Safety/Caution Fire, PPE, Doorways
Black/White Electrical Electric Panels
Red/White Warehouse
Warehouse Lanes Walking Lanes/Travel Lanes

Figure 6.1
6.1 5S Visual Standards (Courtesy o The 5S Store,
Store, LLC,
LLC, Pepperell,
Pepperell, MA.)
 Set in Order and Shine ◾ 25

this book. You can also download a template rom the 5S Made Easy page
on The 5S Store website at: www.the5Sstore.com/5SMadeEasy.)
◾ Speak to the acilities department and explain what you are doing.
Review any heavy equipment or machinery that may need to be discon-
nected, moved, and de-energized
de-energized or saety. Ask someone rom acilities/
maintenance to review lock-out/
lock-out/tag
tag out saety procedures with your 5S team.
◾ Determine i anything would require recalibration or re-leveling
re- leveling i it was
moved and decide how that will be handled.

Tip
Keeping outside departments involved in your 5S implementation is a great way
to improve buy-in
buy-in or uture expansion o the program.

Set in Order and Shine Steps

Step 1: Create a “Current State” spaghetti diagram (see Figure 6.2) o the work-

fow that goes

but should be athrough the area. Thisodoes
good representative whatnot have
goes ontoinbe
thepretty
area or
in atotypical
scale
day. Spaghetti diagrams help detail the actual physical movement o people
and materials through a work process. This is simply a map showing all o
the movement as the work is done step by step.

Figure 6.2 Current State

State Spaghetti Diagram
Diagram (Courtesy
(Courtesy o Macresco, Boston, MA.)
26 ◾ 5S Made Easy

Step 2: Stand in a Circle Exercise. Our riends at Macresco, a Business

Improvement Consultancy, utilize the Stand in a Circle Exercise originating
rom Taiichi Ohno. This is a great exercise or taking a ocused approach at
truly seeing what is occurring in the area. Ohno would draw a circle with
a piece o chalk and then stand in the circle or hours. I training others, he
would
wou ld put
put them in the circle
circle and then
then come
come back
back and ask what
what they learned
learned
through observation. The process is outlined below:
1. Find a sae spot to stand so you can easily see what is happening in the
workpla
wor kplace.
ce. I possib
possible,
le, use
use a piece
piece o chalk too
too and draw
draw a circle
circle to help
help
prevent you rom walking around.
2. Stand and observe the activity around you. It is very import
important
ant to
observe. In other words, do not comment or discuss what you are seeing
at this point.
3. Write down at least 30 small problems or types o waste that you
observe. Some examples are watching an operator strain to reach a tool
or noticing a tripping hazard.
4. Review the ndings with the team members.
5. Work with the team members to identiy the type o waste or inecien-
cies you have observed.
6. Identiy the root cause o some o the items on the list by using the “Ask
Why 5 Times
Times”” methodolo
methodologygy.. (See
(See the box on
on the “5
“5 Whys”
Whys” process
process..)
7. Resolv
Resolvee at least one issue within the next 30 minutes. Prioriti
Prioritize
ze saety or
environmental issues.

Step 3: Discuss as a team some o the ineciencies o the workfow. With no

blinders on, discuss ideas on how the fow could be improved. Your goal is
to make the workfow easy, and easy to see i it is fowing or backed up.
Try to straighten out the twisted spaghetti path o your current state. The
ideal fow is work fowing in a counter-clockwise
counter- clockwise “U” shape similar to what
you see in Figure
Figure 6.3.
6.3.
The idea is that i you stood in the center o this upside-
upside-down
down “U” shape,
you coul
couldd see all
all workstations
workstations.. You
You could
could easily
easily see where
where the workfo
workfoww
was backe
backedd up.
up. Then youyou could
could respon
respond
d quickly
quickly to help
help solv
solve
e the probl
problem.
em.
This is part o visual management o the workplace.

Step
3

Step Step
4 2

Step Step
5 1

Figure 6.3 The Ideal Process Flow

Flow (Courtesy
(Courtesy o The 5S
5S Store,
Store, LLC,
LLC, Pepperell,
Pepperell, MA.)
 Set in Order and Shine ◾ 27

The other idea is that i work

workers
ers were standing at workstations on the inside
o this upside-down
upside-down “U,”
“U,” they would be using their dominant right hand to
begin the work that fows to them rom their right side. Again, this is the 5S
idea o making
mak ing the work easier.
easier.
Here is another example o a “beore and ater” spaghetti diagram to
improve fow in a shipping and receiving area in a tight, low ceiling, industrial
building (see Figure 6.4a,b).
Notice the dierence in the two images. We actually removed some
walls. All too oten peopl
people e do not
not think about
about the act
act that walls can

SLS QA Release

Incoming
Inspection

Shipping and Docks

Staging Finished
Receiving
Goods

(a))
(a

QA Release
SLS

Incoming
Inspection

Shipping
and
Receiving Docks
Staging
Finished
Goods

Cardboard
Compactor Dumpster

(b)
Figure 6.4 (a) Beore
Beore:: Set in Order and (b) Ater: Set in Order
28 ◾ 5S Made Easy

5 WHYS
The most basic orm o root cause analysis involves asking why ve times to
get to the root o a problem.* For example:

1. Why was the order late? Because it was missing a part.

2. Why was the part missing? Because the machine was broken.
3. Why was the machine broken? Because the brushes on the motor were bad.
4. Why were the brushes bad? Because they had not been replaced.
5. Why had they not been replaced? Because they are not on our preventa-
tive maintenance schedule.
* Courtesy o Bruce Hamilton
Hami lton and Pat Wardwells
Wardwells rom GBMP (Newton, M A) and their book
e2 Continuous Improvement System.

usually be removed. They were there or some other reason that no lon-
ger makes sense. This company just kept using existing space as they grew
without
witho ut making itit t their
their true needs thus
thus imposing
imposing signicant
signicant fow
fow con-
straints. Once the walls came down the material and people fowed much
more smoothly.
Brainstorm
Brainstor m ideas or removing barr
barriers
iers to fow
fow.. Money is not an issue,
time is not an issue. Simply get all the ideas written down and discussed.
Also consider
consider ways
ways to
to improve
improve ergono
ergonomics
mics and redu
reduce
ce twisting, turning,
bending, and reaching as much as possible.

Team Ideas
1. ___________________________
_______________________________________________________
_______________________________________
___________
2. ___________________________ _______________________________________
_______________________________________________________ ___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________
7. _______________________________________________________
___________________________ _______________________________________
___________
8. _______________________________________________________
___________________________ _______________________________________
___________
9. ___________________________
_______________________________________________________
_______________________________________
___________

Some Idea Examples

◾ Relocating or removing benches,
b enches, cabinets, and shelv
shelves
es
◾
Utilizing more vertical space
◾ Tearing up old foors
◾ Removing walls
 Set in Order and Shine ◾ 29

◾ Adding windows
Adding windows
◾ Adding
Adding power
power outlets
outlets
◾ Replacing old, worn-out equipment
◾ Adding
Adding retractable
retractable air
air hoses

Relocate workstations in the sequence o the

t he workfow.
workfow. (Recommended: U-shape
U-shape
arrangement with a counter-clockwise
counter-clockwise workfow. Standing in the middle, you can
easily see whether the work is fowing smoothly or getting backed up at one o
the workstations.
workstations.))

Tip
Make sure to capture these ideas on paper and save the inormation
i normation in your binder.

Step 3a: Once you have designed a new layout o the work area, determine
how and where to locate your tools, supplies, dies, documents, work in
progress (WIP), inventory and anything else that needs to be in the area.
Once you have decided the how and where, you will use visual controls to
communicate the new standards. Some examples:
◾ Mount durable
durable pegboard so you can hang tools and get them oo  o bench
tops.
◾ For tools that are vertically mounted, utilize tool shadow tape.

◾ For tools that will be stored in drawers, use tool oam shadow boards.

◾ Use foor tape or foor corners to mark where the trash cans should

go. Make sure to put a label on the foor as well, that says “Trash” or
“Trash Can.”
◾ For documents that must be visible, hang them in a magnetic, adhesive,

or plain 8 × 11 job ticket

t icket holder.
holder.
◾ In Figure 6.5, we not only completely renished the tabletop but also put

tools at point o use.

◾ Store items in the sequence that they are used.
◾ Use retractable cords or suspending tools rom the ceiling.
◾ Replace bolts requiring a wrench with hand-turned
hand-turned grip bolts, thus elimi-
nating the wrench.
◾ Color coordinate tools with where they are used on the equipment.

Tip
When labeling
labeling items and producing
producing signs or notices,
notices, set a standard
standard and make
make
sure that the same ont, color, and type o holder is used everywhere.

Tip
As we discussed in Chapter
Chapter 4: “Train
“Train the Team,”
Team,” it is important that the people
people
that are working in the area be the ones to Set in Order and Shine their area.
30 ◾ 5S Made Easy

(a))
(a

(b)

Figure 6.5 (a) Beore

Beore:: Set in Order and (b) Ate
Aterr: The Tabletop Was Not Only Refnished But
the Tools Were Also Put at Point o Use (Courtesy o Macresco, Boston, MA.)

Tip
You can nd hundreds
You hundreds o
o Set in Order
Order pictures
pictures and
and ideas at: www.
www.5SBestPra
5SBestPractices.
ctices.
com.

As a leader you must protect yoursel rom yoursel. Be extremely care-

ul not to orce the layout or your ideas on the workers. Support them,
empower them, let them gure it out. “Doing it to them” misses the point
o 5S by a long shot. Figures 6.6 through 6.18 are some Set in Order, Shine,
and point o use examples and ideas along with several “beore and ater”
pictures.
 Set in Order and Shine ◾ 31

Figure 6.6 Set in Order: Numbered 3 Figure 6.7 Aisle Marking or Clear Tra
Travel
vel Lanes
Wheeler Matched to Numbered Space and Improved Saety (Courtesy o The 5S Store,
or It (Courtesy o The
Th e 5S Store, LLC, LLC, Pepperell, MA.)
Pepperell, MA.)

Figure 6.8 Aisle Marking or Clear Tra

Travel
vel Lanes and Improved
Improved Saety (Courtesy o
Aerodyne Alloys, South Windsor, CT.)
32 ◾ 5S Made Easy

(a))
(a

(b)

Figure 6.9
6.9 (a) Floor Signs and (b) Aisle
Aisle Marking or Clear Travel
Travel Lanes and Improved
Saety (Courtesy o The 5S Store, LLC,
LLC, Pepperell, MA, and
an d Accuorm Signs, Brooksville, FL.)

Figure 6.1
6.10
0 Cardboard Kanban

Figure 6.1
6.11
1 Tape Kanban (Courtesy o Macres
Macresco,
co, Boston, MA.)
 Set in Order and Shine ◾ 33

(a)

(b)

Production Cleaning Station

Squeegee
Broom
Scrub
Mop
Brush
Utility
Shovel
Brush
Counter
Brush

Cleaning
brush

Lobby
dust
pan
Drain

brush

Figure 6.12
6.12 (a) Visual Tool Drawers: Tool
Tool Shapes in the Foam Show Where Each Tool
Tool Belongs;
(b) Visual Boards or Cleaning Tools;
Tools; (c) Visual Boards or Personal Protective Equipment
(Courtesy o The 5S Store, LLC,
LLC, Pepperell, MA, and
an d Accuorm Signs, Brooksville, FL.)
34 ◾ 5S Made Easy

Personal Protective
Equipment

(c)

Head Protection Hearing Protection

Eye Protection

Body Protection

Foot Protection

Figure 6.12 (Continued) (a) Visual Tool Drawers:

Drawers: Tool Shapes in the Foam Show Where
Each Tool Belongs; (b) Visual Boards or Cleaning Tools; and (c) Visual Boards or Personal
Protective Equipment (Courtesy o The 5S Store, LLC, Pepperell, MA, and Accuorm Signs,
Brooksville, FL.)

Figure 6.13
6.13 Organize
Organizedd Mobile Tool
Tool Control (Courte
(Courtesy
sy o The 5S Store, LLC,
LLC, Peppere
Pepperell,
ll,
MA, and Tri
Triton
ton Products, Solon,
S olon, OH.)
 Set in Order and Shine ◾ 35

Figure 6.14
6.14 Wall Tool Storage (Courtesy o Kevin Meyer.)

Figure 6.15
6.15 Visual Recycle
Recycle Area: Color
Color Coding or
or Where Each Bin Belongs (Courtesy
(Courtesy o
Fuss & O’Neill, Boston, MA.)
36 ◾ 5S Made Easy

Figure 6.16
6.16 Floor Marking or Setting Standards
Standards (Courtesy o The 5S Store,
Store, LLC,
LLC, Pepperell,
Pepperell,
MA, and Ergomat, Lorain, OH.)

#1 Before

#1 After

Figure 6.17 Beore and Ater Shine Event (Courtesy o Western States Envelope & Label,
6.17
Milwaukee, WI.)
 Set in Order and Shine ◾ 37

(a))
(a

(b)

Figure 6.18 (a) Beore and (b) Ater (Courtesy o Southwest Cheese,
6.18 Chee se, Clovis, NM.)

LESSONS FROM THE FIELD

One company we worked with had a 100-year-old
100-year- old plant and all the grunge
buildup as well. Initially, when we began the Set in Order and Shine phases,
we just gured we wouwould
ld reorganize
reorganize,, clean the equip
equipment
ment a little, and impro
improve
ve
the overall appearance o the area. As
A s the team began working, someone sug-
gested we paint the walls. The walls that were supposed to be white were
now gray and lthy. What a great idea. Next, someone suggested tearing up
the old foor and laying down an epoxy. Wow. At rst I thought this was a
little extreme
ex treme but the more I thought about it, the more I liked the enthusiasm.
Some o the improvements rom our rst day are shown in Figures 6.20 and
6.21. The point o this story is that no idea or improvement should be cast
aside. All options should be open or discussion and considered.
38 ◾ 5S Made Easy

Step 3b: During this step, you will also ocus on Shine whereby all equipment
will look as
as good as new when
when you
you are done
done.. You
You need
need to scrub
scrub all equip-
equip-
ment, walls, foors, doors, windowsills, cabinets—everything.

Some Shine Idea Examples

◾ Paint equipment
◾ Paint walls
◾ Clean windows
◾ Scrub or replace old keyboards
◾ Replace or renish workshop benches
◾ Clean all tools

Tip
Have Opportunity, Maintenance, and Repair Request tags available. When your
team sees oil leaks, broken parts, or rayed wiring, they can write up a Repair
Request on the spot (Figure 6.19).

Figure 6.19
6.19 Opportunity Tag (Courtesy o The 5S Store,
Store, LLC,
LLC, Pepperell,
Pepperell, MA, and used
with permission o TheVisualMachine.com,
TheVisualMachine.com, Columbus, NC, 2015.)
2015.)
 Set in Order and Shine ◾ 39

Fl oor Before Fl oor After

Figure 6.20 Floor: Beore and Ater

Walls B efore Walls After

Figure 6.21 Walls: Beore and Ater (Courtesy o Macresco, Boston, MA.)
MA .)
Before After

(a) (b)

Figure 6.22 (a) Beore and (b) Ater (Courtesy o Inland Packaging, Lauderhill, FL.)
FL.)

Tip
I you oresee a lot o maintenance work, ask that someone rom the plant main-
tenance department be a part o your 5S team.

Step 4: Develop visual controls or equipment wherever possible to make

abnormal situations
situat ions visible at a glance (see Figure 6.22a,b).
6.22a,b).

Some Idea Examples

◾ Gauge marking labels ◾ Temperature indicator strips
◾ Torque seal ◾ Zebra cards

Some examples o “beore and ater” 5S are shown in Figures 6.17

through 6.28.
40 ◾ 5S Made Easy

(a))
(a

(b)

Figure 6.23 (a) Gauge Marking Label and (b) Zebra Card (Courtesy
(Courtesy o The 5S
5S Store,
Store, LLC,
LLC,
Pepperell, MA, and used with permission o TheVisualMa
TheVisualMachine.com
chine.com,, Columbus, OH, 201
2015.)
5.)
Step 5: Collect whatever 5S materials are remaining and store them in a desig-
nated location. Set up kanbans or all o these materials as well as anything
you ran out
out o but
but may need
need again.
again.

Step 6: Once the event is done, take ater pictures rom the same view as the
beore pictures.

Step 7: Create a “5S Beore and Ater” template and upload the les to your
older on your company’s server as discussed
d iscussed in
i n Chapter 3: “Devel
“Develop
op Your
Your
Plan.” Print this out and put it in your binder in the Set in Order/Shine
Order/ Shine sec-
tion and post the improvement images on your 5S Communication Board
(see a ew 5S board examples
ex amples in Figures
Figur es 6.29 and 6.30
6.30).
).
 Set in Order and Shine ◾ 41

Before

After

Figure 6.24 Example 1—Set in Order: Beore and Ater (Courtesy o Hexion, www.hexion.
com.)
Step 8: Reconvene as a team in ront o the new clean and organized area.
Discuss any thoughts, concerns, or ideas. Capture action items and parking
lot issues.

Next Step —Standardize. Make everything you have done into a habit to help
ensure the operation does not go back to the way it used to be.
42 ◾ 5S Made Easy

Before

After

Figure 6.25 Example 2—Set in Order: Beore and Ater (Courtesy o Hexion, www.hexion.

com.)
 Set in Order and Shine ◾ 43

Before

After

Figure 6.26 Example 1—Set in Order and Shine: Beore and Ater (Courtesy o Southwest
Cheese, Clovis, NM.)
44 ◾ 5S Made Easy

Before

After

Figure 6.27 Example 2—Set in Order and Shine: Beore and Ater (Courtesy o TREMCO,
Beachwood, OH.)
 Set in Order and Shine ◾ 45

Before

After

Figure 6.28 Example 3—Set in Order and Shine: Beore and Ater (Courtesy o Collins Bus
Corporation, South Hutchinson, KS.)
46 ◾ 5S Made Easy

5S Board

Work Area: Activity Date:

Before After Scheduled Current Activities
5S Evaluation Review 5S Evaluation Review 30 Day 5S Action Log
5S Evaluation Review 5S Evaluation Review

Red Tag Register

Overall Score: 1.5 Overall Score: 2.4

5S Map 5S Map 5S Sustainment Schedule
5S Sustainment Schedule

Photos Photos

Comments:

5S Radar Chart 5S Radar Chart Overall Results

Summarized:
5S Map: 30% less space used
5S Evaluation Review: 1.5 Original Score, now 2.4
30 Day 5S Action Log: 20 items to change for 5S

Figure 6.29 Example 1:1: 5S Communication

Communication Board (Courtesy o The 5S Store,
Store, LLC,
LLC,
Pepperell, MA, and Enna
En na Products, Bellingham, WA.)
WA.)

Visual Management

5. SUSTAIN
Make the Process Visible : Training &
After
Before Discipline
Photos Employee involvement
Photos continuously challenging
and practices

“Organize” Machine
Cleaning Schedule

Housekeeping
Improvements

Audit Audit
Criteria Results
All rights reserved VIPGroup

Figure 6.30 Example 2: 5S Communication

Communication Board (Courtesy o the VIP Group, Lake
Lake
St. Louis, MO.)
 Set in Order and Shine ◾ 47

Set in Order: Summary o Steps

☐ Create your
your current state spaghetti diagram.
☐ Stand in a Circle Exercise.
☐ Discuss fow challenges
challenges with the team.
☐ Determine
Determi ne how and where to lay outout your tools and equipment
equipment and get this
step done.
☐ Conduct Shine while setting everything
everythi ng in order.
order.
☐ Store unused 5S materials in the designated cabinet, shel, room, and so on.
on.
☐ Take ater pictures and post them.
☐ Team discussion.

Tip
Implement a kanban card system or the 5S supplies. One o the quickest
ways to
to kill momentum o a 5S initiative is to run out o 5S supplies.
supplies. I you
need help with this, just contact The 5S Store at: (978)-842-4610 or e-mail:
CustomerService@the5Sstore.com.

Action Items
1. ___________________________
_______________________________________________________
_______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________
4. ___________________________
_______________________________________________________
_______________________________________
___________
5. ___________________________
_______________________________________________________
_______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________

Team Ideas
1. ___________________________
_______________________________________________________
_______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________
4. ___________________________
_______________________________________________________
_______________________________________
___________
5. ___________________________
_______________________________________________________
_______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________
7. ___________________________
_______________________________________________________
_______________________________________
___________
8. ___________________________
_______________________________________________________
_______________________________________
___________
48 ◾ 5S Made Easy

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. ___________________________
_______________________________________________________
_______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________
4. ___________________________
_______________________________________________________
_______________________________________
___________
Chapter 7

Standardize

Standardize is the ourth pillar o 5S. During this step you will set up processes
that help make non-compliance
non-compliance obvious.
This is a signicant step that should not be taken lightly. Without sucient
standards, people will not know what is expected o them. Setting clear expecta-
tions is the only way to have a successul 5S program.
This may seem like an obvious standard to put into
i nto place; however
however,, I have seen
this one simple standard missed countless times. Make it easy on everyone and
remove ambiguity by posting your color standards throughout the acility.
Note: I have been asked oten i there is a set color standard or 5S. The
answer is no. Many companies ollow OSHA (Occupational Saety & Health
Administration standards
standards)) or their saety
saety requirements
requirements;; howev
however
er,, this misses the
mark or kanban, equipment, trash, and so on. See our suggested color standards
in Chapter 6 “Set in Order and Shine” or in the “Forms” section at the end o
this book.

Estimated time
time to complete
complete this
this step —3 hours.

LESSONS FROM THE FIELD

One company I worked with (a deense contractor you would surely know) had
color standards; however, it was assumed that everyone knew what they were.
During the initial tour, I asked, “Do you have color standards and i so are they
posted? It appears there is some consistency throughout the plant, however,
however, I’ve
occasionally seen dierent colors used or foor pallet markers.” The customer
responded, “Yes, we do have color standards. They’re not posted, however,
every new employee is trained on the standards when they go through orienta-
tion.” I suggested that they post these standards in various locations throughout
the acility, as there is a lot to remember during the rst day o orientation the
least o which is what color to use or the work in progress (WIP).
 49

50 ◾ 5S Made Easy

Benefts
◾ Problems o the past will not resurace.
◾ Develops
Develops consistency or where and how items should be stored.
◾ Provides a oundation or clear expectations.
◾ Reduces uncertainty about how the area should look.
◾ Provides a oundation so all documents, signs, and labeling are consistent in
appearance.
◾ Allows the
the worke
workers
rs to know
know what
what is expected
expected (abso
(absolute
lutely
ly key or 5S success).
◾ Makes abnormal conditions obvious at a glance.

Take a Minute —Discuss some examples o where the lack o a standard caused
a problem or
or you in the
t he past and ideas on how to correct it rom reoccurring.

Materials
Materials Needed

The materials
Chart, How toneeded
Developare a 5S Area Audit
a Successul orm,
5S Audit 5S Shine
Program, Map, 5S
Weekly 5S Maintenance
Audit Score
sheet, and Opportunity tags.

Pre-Event
Pre-Event Tasks
Make enough copies o the 5S Audit orm and 5S Maintenance Chart or the
entire team being trained.

Standardize Steps
Step 1: Develop your 5S Shine Map. To do this, draw a quick and easy map o
the area showing major lanes and equipment or reerence points.

Step 2: Break your 5S Shine Map into quadrants and assign each team member
that works in that area a quadrant to keep clean and orderly and to inspect
the equipment daily. The key here is to make sure to hold each member
accountable or their area. We will discuss how to do this shortly.

Step 3: Discuss and develop a 5S Maintenance Chart * (see Figure 7.1). This chart
helps to standardize and sustain the previous 5S pillars along with improv-
ing equipment productivity
productivit y.

* Courtesy o Macresco, Boston, MA.

 Standardize ◾ 51

Area/Equipment Name:
5S Maintenance Program
Equipment No:
Authorized: Ownership:
Daily Weekly Monthly Quarterly Bi-Annual Annual
Frequency
Maintenance Maintenance Maintenance Maintenance Maintenance Maintenane

Type of
Maintenance Adjustment Inspection Vacuum/Sweep/Dust Lubrication Clean/S crub
January Februa ry March April May June
5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5 5
5 5 1 1 1 5 1 1 1 5 1 1 1 5 5 1 1 1 5 1 1 1 5 1 1 1
y 1 1 0 0 0 1 0 0 0 1 0 0 0 1 1 0 0 0 1 0 0 0 1 0 0 0
il 0 0 2
/
2
/
2
/
0 2
/
2
/
2
/
0 2
/
2
/
2
/
0 0 2
/
2
/
2
/
0 2
/
2
/
2
/
0 2
/
2
/
2
/
Activity Description of Activity/Material Used a 2
/
2
/ 5 2 9
2
/ 2 9 6
2
/ 2 9 6
2
/
2
/ 6 3 0
2
/ 4 1 8
2
/ 1 8 5
D 1
/
8
/
1
/
2
/
2
/
5
/
1
/
1
/
2
/
5
/
1
/
1
/
2
/
2
/
9
/
1
/
2
/
3
/
7
/
1
/
2
/
2
/
4
/
1
/
1
/
2
/
1 1 1 1 1 2 2 2 2 3 3 3 3 4 4 4 4 4 5 5 5 5 6 6 6 6

1 2 3 4 5 6 7 8 9 10 11
1 1 12 13
13 14 15
1 5 16 17
1 7 18 1 9 20
20 21 22 23
2 3 24
2 4 2 5 26

Form 20090119 Re
Rev:B Signoff on
on Weekly, Mo
Monthly, Qu
Quarterly, Bi
Bi-Annual, or
or An
Annual Ma
Maintenance It
Items Wh
When Co
Completed

Figure 7.1
7.1 5S Maintena
Maintenance
nce Chart (Courtesy o Macres
Macresco,
co, Boston, MA.)

Benefts
◾ Claries expectations
◾ Empowers employees
◾ Provides a method or organizing necessary activities
◾ Provides eedback at a glance
◾ Helps to ensure the proper maintenance is conducted on machinery and
workspac
wor kspaces
es
◾ Fill in the ollowing or each quadrant:
– Name o team team member responsible
responsible or
or that quadrant
– List the areas to be cleaned
– List equipment
equipment maintenance tasks
◾ Categorize all activities into one o ve categories:
– Adjustment
– Inspection
– Vacuum/Sweep/
Vacuum/Sweep/DustDust
– Lubrication
– Clean/Scrub
Clean/Scrub
◾ Determine how oten each activity needs to occur
52 ◾ 5S Made Easy

Tip
Consider ways to eliminate the need or cleaning in the rst place. For example,
i wood shavings are getting on the foor, install a vacuum nearby that automati-
cally collects the shavings as they are produced.

Step 4: Discuss the 5S Audit Program and its benets.

Defned: A 5S Audit Program is a tool used or measuring the improvements
that have been made. Well-
Well-managed
managed audits help drive root cause analysis
and long lasting corrective actions. 5S Audits are one o the most useul
tools to set expectations, standards, and a means to hold people account-
able. The audit scores also can provide routine eedback to your team—a
key part o sustaining your improvements (more on this in Chapter 8:
“Sustain”).
A word
word o caution
caution,, howev
however—au
er—audits
dits are oten
oten improperl
improperly
y used. I audits
audits are
used only to punis
punishh people or non-conormance,
non-conormance, then several undesir-
able (but predictable) side eects will occur:
People will learn to “pencil whip” the audit. That is, they will check o
everything as completed without actually walking around and looking
to see i it is completed. It becomes a orm to ll out and le instead
o a tool or sustaining and improving.
People will learn to do “just enough to get by.” That is, they will do just
enough to get just enough points or percentage on the audit score that
they will not be punished. They will not give their ull eort and will
not be motivated to look or more ways to improv i mprove.
e.
To avoid these bad side eects,
e ects, use audit scores or eedb
eedback,
ack, recogniti
recognition,
on,
and goal setting
setting: “We averaged 75% 75% (out
(out o the
t he total possible point totals
total s)
this week on our 5S Audit [ eedb ack]. That is an improvement over last
eedback
week’s
wee k’s av
average
erage o 70%.
70%. Good [recognition]. Let’s set a goal to average
80% next week [ goal setting
setting].
].””

Benefts o 5S Audits
◾ Claries expectations.
◾ Empowers employees.
◾ Provides eedback on the areas and processes that do meet or exceed
standards.
◾ Provides eedback on the areas that have allen below expectations.
◾ Provides a orum to capture root cause and corrective actions that will help
yourr team make
you make continuo
continuous
us improvem
improvement
ent a part
part o their daily wor
work.
k.

Step 5: Review the 5S Audit orm with the team (see Figure 7.2)
7.2).. Make sure
su re
everyone has a copy o the 5S Audit orm.
 Standardize ◾ 53

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54 ◾ 5S Made Easy

Step 6: Conduct your rst audit as a team. Have everyone walk along the same
path and write down their scores or each section. Then, discuss everyone’s
score and how they determined them. This is a critical step or making the
audit objective and act based (versus subjective and opinion based). There
is always some unavoidable subjectivity between a score o a 2 or 3, 3 or
4, and so on. This is a critical step or beginning to set standards. Talk as a
group and determine the various scoring results.
One easy way to standardize this process is to create a scoring matri
matrix
x
that is based on the number o non-compliances
non-compliances (see Figure 7.2, a sample
“5S Audit Checklist”). I any two people on the team disagree on the number
o non-conormities,
non-conormities, stop and talk about it. See the potential scenario that
ollows, which helps explain the need to talk among the group:

Team Leader: Fred, you called this grease tting a non-conormity,

non- conormity, but
Mary did not. Why?
Fred: It has excess grease smeared all over the machine cover. When I
close the cover ater my inspection, grease gets on my hand and then
gets on the units I’m assembling. Grease on the units means they’ll be
rejected by Quality Assurance. Then they’ll be sent back to be cleaned
up. That’s rework.
Team Leader: Mary, what do you say?
Mary: I did not know the grease would cause rework. I now agree with
Fred. Excess grease at the grease tting is a non-conormity.
non- conormity.

With the team now in agreement about how to score the grease tting,
yourr audit
you audit scores
scores will all turn out
out the same.
same. Moreov
Moreover
er,, making notes
notes o these
non-conormities
non- conormities will help drive corrective actions.
A sample o this Audit
Audit orm is shown in Figure 7.2 and can be down-
loaded on the 5S Made Easy page on The 5S Store website. This rst audit
should take at least an hour to allow or discussion about making sure
everyone scores the same way. Take your time. Going orward, audits will
likely take under 30 minutes.

Step 7: Once your audit is complete, agree as a team what the nal score is or
each section and update the Audit orm. This score will be your baseline or
uture audits. Your score will likely be low, as you are just beginning. Every
time the score improves, give the team some positive recognition. Let them
know you have noticed their work has paid o with higher 5S Audit Scores.

Step 8: Add that score to the Weekly 5S Audit Score Graph which should roll
up to the Monthly Dept. 5S Scorecard (see Figure 7.3.3).
). Post the graph
gr aph on
the team’s 5S Communication Board in the area. A graph allows you to see
progress and trends. The team will take satisaction in seeing improving
 Standardize ◾ 55

Acme Manufacturing 5S Score March 2015

5

4.5
Goal 4.0
4

3.5

2.5

1.5

0.5

0
Work Work Work Work Work Work Work Work Work
Area 1 Area 2 Area 3 Area 4 Area 5 Area 6 Area 7 Area 8 Area 1

Score Goal

Figure 7.3 Monthly Dept. 5S Scorecar

Scorecardd
scores. Declining scores will result in team members asking, “What are we
missing?” or “How can we improve?” This becomes a sel-correcting
sel- correcting pro-
cess. It eliminates the need or anyone to chastise or point out what they’ve
done wrong.
They can see it or themselves on the graph, and can get details rom the
5S Audit Checklist. This data should also roll up to a Plant-Wide Monthly 5S
Scorecard (see Figure 7.4). Some companies also chart the scores per 5S pil-
lar (Sort, Set in Order, Shine, Standardize, Sustain). You will have to deter-
mine or yoursel whether that is necessary. On the one hand, it may help
to see which o these ve areas needs the most improvement. Personally, I
think this is overanalyzing the data and thereore provides no real value.

Acme Manufacturing
5S Score Plant Average

4.5
Annual Goal 4.0
4

3.5

2.5

1.5

0.5

0
Ja nu
nu ar
ar y F eb
ebr ua
ua ry
ry M ar
arc h Ap ri
ri l M ay
ay Ju ne
ne Ju ly
ly Au gu
gu st
st S ep
ep te
te mb
mb er
er O ct
cto be
be r N ov
ov em
emb er
er D ec
ec em
emb er
er

S co
core G oa
oal

Figure 7.4 Plant-Wide Monthly 5S Scoreca

Scorecard
rd
56 ◾ 5S Made Easy

Note: Another key aspect that needs to be standardized is your 5S training pro-
cess. This book has been created to give you an easy-to-
easy- to-duplicate
duplicate 5S implemen-
tation plan and thereore standardize your training. You may choose to do things
a little dierently than the book suggests. This is absolutely ne: just make sure
to make those changes the new standard.

Next Step —Sustain. Building the daily routines needed to ollow through
on all the improvements. Sustaining makes ollowing the standard procedures
a habit.

Standardize:
Standardize: Summary o Steps
☐ Develop your 5S Shine Map.
Develop Map.
☐ Break your 5S Shine Map into quadrants and assign each team member.
member.
☐ Discuss and develop
develop a 5S Maintenance Chart.
☐ Discuss the 5S Audit program
program including the benets along with a review
review o
the Audit orm and scoring.
☐ Conduct a 5S Audit.
☐ Review the results o the audit with the team and discuss scoring.
☐ Enter the scores into the 5S Audit Score Graph.
Graph.
☐ Post the graph on
on the 5S Success
Success whiteboard.

Action Items
1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. ___________________________
_______________________________________________________
_______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________
Chapter 8

Sustain

Summary
Sustain is the th and nal pillar o 5S. It incorporates the disciplines needed
to maintain the improvements. Sustaining makes the process o maintaining
standardized procedures engrained in the normal operation o the business. Be
orewarned that it is considered to be the most dicult o the 5S pillars.
Most companies succeed with the rst three o the 5S pillars: Sort, Set in
Order, and Shine and some companies do okay with Standardizing their pro-
cesses. However,
However, many have trouble sustaining
sustai ning the
t he improvements. Ironically, it
is actually a lot easier than most think. However, what is easy is not always put
into practice. Moreover, as sel-improvement
sel-improvement guru Jim Rohn says, “What’s easy to
do, is also easy NOT to do.”
Many companies struggle with Sustaining due to a lack o a true “why.” They
must decide why they want 5S to succeed in the rst place. Many use 5S to orga-
nize and clean the area. This reason misses the intent by a long shot. While a
successul 5S System certainly results in a cleaner, more organized workspace, it
more importantly helps to solidiy a culture o improvement and empowerment.
What do I mean by by empowerment? Instead o saying, “somebody ought to...,”
yourr team says,
you says, “let’s
“let’s try this...
this...” 5S puts
puts the pow
power
er o improv
improvemen
ementt in the hands
hands
o the workers. It allows them to try, ail, react, and improve, which are the steps
o learning. 5S develops their capacity to experiment with improvements system-
atically. Regrettably,
Regrettably, many
m any senior-level
senior-level managers do not understand how valuable
this benet truly is. I they did, they would make 5S a priority. The 5S process
allows people to teach themselves how to improve the workfow. workfow.
With that said,
said, this chapter
chapter will
will ocus on methods to systematica
systematically
lly Sustain the
the
*
improvements your team has made with their 5S program.
* My thanks to my colleague Michael McCarthy, author o Sustain Your Gains, or his contributions to this
chapter.
 57

58 ◾ 5S Made Easy

Benefts
1. Improv
Improvements
ements will last and deliver the gains—the cost reductions and
quicker production times that give you a competitive advantage.
2. Equipment will remain run
running
ning eciently (greater percentage o uptime)
uptime)..

3. The workorce
tinuous will realize
improvement that the
and ollow management
their lead. team is serious about con-
4. Morale will improve, because people
people preer
preer to work
work in an organized and
clean workspace
workspace..
5. Saety
Saety improvements will remain intact.
6. Employ
Employees
ees will eel empowe
empoweredred and realize they have some control over
their work environment.
7. Now that tools and supplies
supplies are not misplaced, there will be a reduction o
replacement spending.

Take a Minute —Discuss some ideas on how to sustain the team’s improvements.

Materials
Materials Needed
The materials needed are a 5S Newsletter, 5S Management Walk Cards, 5S Message
Board, 5S pens, 5S posters, 5S team shirts, and 5S banners.

Pre-Event
Pre-Event Tasks
Schedule a monthly 5S program review with 5S team leaders. As the leader,
you need to create
create the right
right conditio
conditions
ns to help
help sustain your
your improv
improvemen
ements.
ts.

Developing these
The necessary conditions
conditions are:is covered in detail within each Sustain step below.

◾ Knowledge—Help everyone learn what 5S is all about and its benets.

Knowledge
◾ Time—People need to have the time to do 5S activities.
◾ Plan—There needs to be a plan on how, when, and who will do activities.
◾ Support—Provide training, leadership, and recognition. Whether it is a
ormal recognition program or not, recognition to team members or their
5S eorts, delivered by you (the area supervisor or 5S champion) is part o
the methodology o Sustain. It is a link in the Sustain chain that you cannot
break without the whole Sustain process breaking.
◾ Fun and enthusiasm—Where possible make it un and enthusiasm will
and enthusiasm
ollow.

Keep these ideas in mind while devel

developing
oping the Sustain steps below
below..
 Sustain ◾ 59

Sustain Steps
Step 1: Now that the 5S reorganization is complete, one useul idea is to get
everyone to sign a 5S banner (see Figure 8.1) as a commitment to maintain-
ing the 5S Audit standards that everyone has agreed to. You can nd these
at: www.the
w ww.the5Sstore.co
5Sstore.com/5SMadeEasy
m/5SMadeEasy.. At checkout, use the coupon code
“5SMadeEasy” and get 10% o your purchase.

Step 2: Incorporate some visual management reminders or your team to do

the 5S activities daily. See Figure 8.2 or some examples.

Step 3: Develop methods o communicating the status o the 5S program.

◾ Some ideas:

– Instal l 5S Audit Results throughout the plant.

Install
– Hand out 5S message pens (Figure 8.3). 8.3).
– Include 5S5S updates in quarterly meetings and top executive meetings.
– Create a weekly
weekly 5S newsletter (see:
(see: www.the5Sstore.com/5
www.the5Sstore.com/5SMadeEasy
SMadeEasy
or a template).
– Ensure each 5S champion holdsholds weekly
weekly 5S briengs
briengs with their depart-
ment (see the “5S Team Weekly Meeting” orm in the “Forms” section
at the end o this book).
◾ Some ideas or additional eedback: Adhesive management walk cards
(green cards to post at the location where 5S standards were ollowed,
orange cards to post where improvement is needed) (Figure 8.4):

Step 4: Develop and maintain 5S status boards showing the 5S team members
along with “beore and ater” pictures and activities (Figure 8.5).

Step 5: Develop a recognition program in order to make it un and help

Sustain. Much has been written and discussed as to whether it is necessary

to have
lines a recognition
rom program
my colleague that
Michael rewards an
McCarthy, 5S expert
eorts. in
Here
the are
usesome guide-
o rewards
and recognition and the author o Sustain Your Gains—The People Side o
Lean–Six Sigma, available at wwwww w.the5Sstore
.the5Sstore.com
.com (see Figure 8.6).
Using these guidelines, you can decide how much recognition you need
to plan, i any. Another tip rom McCarthy: Avoid tangible rewards (cash,
gits, time o). Tangible rewards generally create competition among team-
mates, a work pattern o doing “just enough” to get the reward, and resent-
ment rom those who do not earn the rewards.

Figure 8.1
8.1 5S Team
Team Commitment Banner (Courtesy o The 5S Store,
Store, LLC,
LLC, Pepperell,
Pepperell, MA,
and Accuorm Signs, Brooksville, FL.)
60 ◾ 5S Made Easy

5S + SAFETY

4S - Create standards
SU
US
STAIN 1S - Only keep needed
5S
-
so that anything items in the work
unusual becomes
obvious to area. Whensort
in doubt
it out
everyone
E
IZ
1S
D
-

R
SO
A R
D
N
T
5S RED TAG
A
T
S
-

S
4

SAFETY SAFETY

3
S
R
E
-

S
H D
I
N R
E O
IN
ET
-S
2S
3S - Clean the 2S - Keep items
machines, floors, and that are needed
walls, looking for sources organized so that they
5S - S USTAIN
of filth. eliminate these can be found quickly
sources
LEAN WORKPLACE ORGANIZATION

(a))
(a

(b)

Figure
and The8.2 (a) 5S LLC,
5S Store, Poster
Poster
LL and (b) 5S
C, Pepperell, T-Shirt (Courtesy o Lean Posters, www.leanposters.com,
MA.)
 Sustain ◾ 61

Figure 8.3 5S Message Pens

Figure 8.4 Management Walk

Walk Cards (Courtesy
(Courtesy o The 5S
5S Store,
Store, LLC,
LLC, Pepperell, MA and
GBMP, Newton, MA.)
I you want to reward and celebrate achievement o Sustain goals on 5S
standards, McCarthy recommends:

Symbolic rewards that have “trophy” value (a.k.a. “bragging rights”).

Examples are wearables: hats, patches, t-shirts,
t-shirts, pins, and so on, that
show the achievement. The hat or patch might read: “5S Sustainer:
13 Weeks.”
Weeks.” When upper management sees theset hese hats or patches,
they know who to give recognition to, and or what achievement (see
Figure 8.7).

Caution
Do not simply give out
out these items. They must be earned by achieving
the stated goal. For example, “When we sustain our 5S standards at 95%
or 6 out o 8 weeks, everyone on the team will earn a ‘5S Sustainers’
pin.” When earned, these items have value and will be respected. I
given out un-earned, these items will be considered reebies that do not
mean anything and lose their value.
62 ◾ 5S Made Easy

Figure 8.5 5S Board (Courtesy o The 5S Store, LLC, Pepperell, MA, and Enna Products,
Bellingham, WA.)

You ne
nee d more re
recog ni
nition wh
when: You ne
ne ed
ed le
less re
re co
cog ni
nition wh
when:

ere are fewer visual cues for the new Visual cues lead you through every step of
standard work the new standard work

ere are no posted checklists to follow Checklists to follow are posted

e new assembly sequence is not obvious e shape of the parts make the new
assembly sequence obvious

e new work sequence is significantly e new work sequence is not that much
different than the old different than the old one
Certain steps are frequently missed or done Most steps are done consistently
incorrectly
A new person or outsider cannot perform the A new person or outsider can perform nearly
new work steps without being told or guided all new work steps without being told or guided

Figure 8.6
8.6 Reward and Recognition
Recognition Guidelines
Guidelines (Courtesy o Michael
Michael McCarthy.)
McCarthy.)

Figure 8.7 Reward Pins (Courtesy o The 5S Store,

Store, LLC,
LLC, Pepperell,
Pepperell, MA.)
 Sustain ◾ 63

Celebrations or sustain

sustaining
ing a high percentage o 5S standards over a
number o weeks or months. Your celebration might include a meal or
rereshments (coee and doughnuts, a cake or cookies or sot drinks). At the
celebration, be sure to say what you are celeb
celebrating.
rating. “W
“We
e did it!
it! We
We sus-
tained our 5S standards at 95% or 10 out o 13 weeks!”

us At celebrations,
your ask team
secret or how members a“How
you sustained high did we doonthis?
5S score this?“
5S “Audits?”
or “Joe,In
tellthis
way,, team members
way members re-
re-live their accomplishment, while simultaneously
re-teaching
re- teaching themselves what it takes to sustain a high percentage on
5S standards.
Ask team members to come with you during your audits. Usually there is a
“set up time” at the beginning
beginni ng o the shit
shi t when work materials are prepared.
That is when one team member can begin to help you do the 5S audit. Ater
3 to 4 weeks, you can begin to let these
t hese team members do the audit without
you
yo u and post the score
score on the
the graph.
graph. You can can also begin to
to ask them to do do
the brieng about the graph at the shitshi t meeting once a week. In this way way,,
you
yo u gradually
gradually trans
transer
er owners
ownership
hip o
o the proc
process
ess to the
the team
team members
members them-
selves. The desired outcome is that
selves. t hat the sustaining
sustai ning Audits, Recognition, and
Feedback become a sel-sustaining
sel-sustaining part
par t o the team’s daily routine, operating
without
witho ut you.
you. They au
audit
dit themse
themselvlves,
es, give
give themse
themselve
lvess the ee
eedba
dback,
ck, and
and give
give
themselves
themselv es the recognition. This is the ideal state or Sustain.
As with all programs it is imperative that the standards are clear and ol-
lowed. Ambiguity must be removed. For example, setting clear guidelines on
what beha
behavior
vior earns
earns recognition
recognition and which does not not is very importan
importantt.

Caution
Setting up contests that “reward” or quantity o improvements can
cause people to spend an inordinate amount o time doing the things
that help them win the contest. You get what you reward. This can also
cause tension in the department, as the one pushing to win the contest
may be seen as not contributing to his/her
his/her regular duties. Generally
speaking, we do not recommend contests that reward one individual or
doing the “most” or being the “best.” This destroys teamwork, as indi-
viduals
vidua ls keep
keep their good
good ideas
ideas to themselv
themselves
es so that
that they can
can win over
over
the others. You want teamwork and sharing o good ideas. Thereore,
group rewards or group achievements usually work better, and with-
out the unintended
un intended consequences mentioned above. For example:
“When the entire team sustains 95% 5S standards ollowed or 6 out o
8 weeks, everyone on the team earns a 5S Sustainers t-shirt.”
t- shirt.”

Step 6: Demonstrate communication and recognition skills to the supervisors in

your group
your group.. Be a lead
leader
er.. Ask them to go with
with you
you durin
during
g your
your 5S Au
Audit
dit walks
walks..
Be sure to be empathetic during your discussions with the team. Gradually let
64 ◾ 5S Made Easy

LESSONS FROM THE FIELD

As a “bad” examp
example,
le, we dev
develo
eloped
ped a cont
contest
est whe
whereby
reby the departmen
departmentt membe
memberr
got a letter to spell the
t he company name every time they made an improve
i mprovement.
ment.
They had to show the improvement
improvement to the manager
man ager who then kept track on a

public whiteboard.
easily win, blowing One
awayemployee
the rest omade enoughThis
the group. improvements in the
actually upset a week to
rest o
the team as they elt
elt the individual dropped his regular responsibilities,
responsibil ities, which
then ell onto others. This imparted a negative tone with the program. So,
instead o celebrating the victor and hishi s improvements, it caused him to be an
outsider and diminished uture involvement rom him and others.

them score the audit and say positive things to your team members or their
adherence to 5S standards. In this way, you can coach them gradually in the
skills that will help you and them to Sustain your 5S standards.

Tip
For training resources or sustaining 5S, including Michael McCarthy’s
McCarthy’s Sustain
Your Gains training delivered via the Internet to your plant conerence room,
contact Mike McCarthy at: mikemccarthy@sustainlean
mi kemccarthy@sustainleangains.com.
gains.com. Also, to learn
about improving
improving communications skills, Scott Gauvin
G auvin has a antastic 3-day
3- day course
on “People Centric Leadership,” or more inormation contact the author at:
David.Visco@the5Sstore.com.
David.Visco @the5Sstore.com.

Sustain: Summary o Steps

☐ Team signing o a 5S banner.
☐ Implement some visual management reminders.
☐ Develop
Develo p 5S status communication methods.
☐ Create a 5S Communication Board.
☐ Develop
Develo p a Rewards
Rewards and Recognition program.
☐ Lead by example.

Action Items
1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________
 Sustain ◾ 65

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
5. _______________________________________________________
___________________________ _______________________________________
___________
6. _______________________________________________________
___________________________ _______________________________________
___________
Chapter 9

The Ideal Conditions

to Implement Lean

One o the most staggering statistics related to Lean implementation is its

extremely low success rate: Nearly 98% o implementations ail. As such, I asked
Scott Gauvin, president o Macresco, to provide additional insights into how you
can succeed with your Lean implementation.
This is not because Lean methodology is not sound but rather, too oten its
application does not consider enough o the human element o the equation.
Implementing Lean oten entails big change—even when you implement on a
modest scale. Add in some unwilling and skeptical participants and this change
can create stress, which in turn leads to resistance, then apathy, and eventually,
yourr project
you project becomes
becomes part o the
the 98%.
To ensure Lean success and more importantly, sustain it, consider the ollow-
ing prerequisites to implementation:

Know What Your End Goal Is

O all the Lean techniques, organizations tend to approach 5S with the most
gusto. And it is no wonder—5S is an easy, low cost, simple to explain and under-
stand oray into Lean. It is also applicable to a variety o unctions and there is
oten a very visible impact to the area in which it was applied. So it eels easy to
jump right into implementation without much organizational groundwork, and
or the most part, it is.
A lack o
o preparation
preparation,, howeve
however,
r, is exactly why
why 5S
5S is oten abou
aboutt as sustainable
sustainable
as keeping your garage clean: Great or 2 weeks, but eventually you end up back
where
wher e you
you started.
Beore taking on 5S, you should know why you are doing it. Hin
Hintt: Short-term
Short-term
cleanup should not be the goal. (Remember the garage?) And, though you may
cleanup
 67

68 ◾ 5S Made Easy

begin with departmentally related goals, they will not be sustainable without
organization-wide support and longer-term
longer-term vision.

Make Sure Leadership Is Onboard

Speaking o organization-wide sup
support
port and long-
long-term
term vision, having leadership
onboard can oten mean the dierence between a siloed, short-term
short-term project and
an eort that makes a meaningul impact on productivity and customer value.
Connecting with leadership is essential to ensuring that the implementation
does not lose steam beore it has had an impact. Sure, endorsement is helpul in
the way o unding. But more importantly, leadership is understanding o Lean
philosophy; its benets beyond 5S and the purpose o this journey will help to
smooth things over when you hit the cultural snags this change initiative will
invariably hit.
Enlisting support beore your program begins also gives you the opportunity
to anchor your eort in the organization’s purpose as well. In this way, you give
leadership a genuine reason to support your program and ensure its uture.

Prepare Your People

Unortunately, well-intentioned
well-intentioned but poorly conceived Lean programs have made
people leery o continuous improvement—particularly i the programs have been
attempted at the company beore.
beore.
So, even i you are beginning with a small pilot, be transparent about your
intentions with as large an audience as is possible—not just those that will be
immediately involved. This will help to quell any anxiety that your participants
or other employees may have about the program. Giving those involved a air
amount o notice will also allow them to process whatever doubts or concerns
they have.

Do Not Lose Momentum

As I mentione
mentioned d earlier,
earlier, 5S is a great
great introduction
introduction to Lean. Though challen
challenging
ging
at times, the process will likely create supporters and attract attention. Do not
squander your hard-won succ success
ess with inaction
inaction..
5S is a cyclical process as is continuous improvement so plan at the outset to
manage sustainability, as it will require time and dedication to achieve. But most

importantly,
Thank youremember that 5S rom
to Scott Gauvin is justMacresco
the rst step in your
or this LeanRead
chapter. journey.
more about
Gauvin in the “Acknowledgments” section at the end o the book.
 The Ideal Conditions to Implement Lean ◾ 69

Action Items
1. _______________________________________________________
___________________________ _______________________________________
___________
2. ___________________________
_______________________________________________________
_______________________________________
___________
3. ___________________________
_______________________________________________________
_______________________________________
___________

4. ___________________________
_______________________________________________________
_______________________________________
___________

Parking Lot Items

Ideas and issues out o scope but still worth capturing:

1. ___________________________ _______________________________________
_______________________________________________________ ___________
2. _______________________________________________________
___________________________ _______________________________________
___________
3. _______________________________________________________
___________________________ _______________________________________
___________
4. _______________________________________________________
___________________________ _______________________________________
___________
In Closing

In closing, much has been made about how dicult 5S is to implement and
sustain. I believe 5S success is attainable i you just ollow the steps provided in
this workbook and maintain momentum and vigilance. Once the initial training
and implementation is in place, 5S is relatively straightorward i you just stay
on course by not allowing complacency to settle in simply because you or your
team is too busy. You will succeed i you stay on course, maintain your audits,

keep
where
wher eyour 5S materials
necessary,
necessary, hold stocked,
hold people
peop recognize
le accou
accountabl e,accomplishments,
ntable, and celebra
and te the course
celebrate correct
successes
successes.
.
Please make sure to contact me and let me know how your 5S program is
going and i you need any help. I look orward to hearing rom you. Best o luck.

David Visco
5S Expert
David.Visco@t
David.Visco@the5
he5Sstore
Sstore.com
.com
71
5S Launch Guide

Develop Your Plan: Summary o Steps

☐ Get a 2-inch three-ring
three-ring binder to store all o the project documents.
☐ Determine
Determi ne which area to implement
implement 5S.
☐ Complete
☐ Make a listthe
o Project Charter.
the tools and supplies you
you need.
☐ Inorm all other departments about your implementation plan.
☐ Take plenty
plenty o beore pictures.

Train the Team: Summary o Steps

☐ Use the What, Why, Where, When, and How ormat to explain what it is
all about.
☐ Go through the PowerPoint
PowerPoint presentation.
presentation.
☐ Watch the 5S video.
☐ Play the 5S Nuts & Bolts Game.
Game.
☐ Conduct a Q&A session with the team.
☐ Capture team ideas.

Sort: Summary o Steps

☐ Write in the names o the people that attended the event.
event.
☐ Review the benets
benets o Sort with the team.
☐ Quick review o how to ll out a 5S red tag properly.
properly.
☐ Start the red tag event.
event.
☐ Take ater photos o the area as well as the new red tag area.
☐ Discuss lessons learned with the team.
☐ Post your
your “beore and ater” document on your
your 5S Communication Board.
 73

74 ◾ 5S Launch Guide

Set in Order: Summary o Steps

☐ Create your
your current state spaghetti diagram.
☐ Stand in a Circle Exercise.
☐ Discuss fow challenges
challenges with the team.
☐
Determi
Determine
ne how and where to lay out
step done. out your tools and equipment
equipment and get this
☐ Conduct Shine while setting everything
everythi ng in order.
order.
☐ Store unused 5S materials in the designated cabinet, shel, room, and so on.
on.
☐ Take ater pictures and post them.
☐ Team discussion.

Standardize:: Summary o Steps

Standardize
☐ Develop your 5S Shine Map.
Develop Map.
☐ Break your 5S Shine Map into quadrants and assign each team member.
member.
☐ Discuss and develop
develop a 5S Maintenance Chart.
☐ Discuss the 5S Audit program
program including the benets along with a review
review o
the Audit orm and scoring.
☐ Conduct a 5S Audit.
☐ Review the results o the audit with the team and discuss scoring.
☐ Enter the scores into the 5S Audit Score Graph.
Graph.
☐ Post the graph on
on the 5S Success
Success whiteboard.

Sustain: Summary o Steps

☐ Team signing o a 5S banner.
☐ Implement some visual management reminders.
☐ Develop
Develo p 5S status communication methods.
☐ Create a 5S Communication Board.
☐ Develop
Develo p a Rewards
Rewards and Recognition program.
☐ Lead by example.
5S Materials Checklist

All o the items

items in the checklist
checklist can be sourced
sourced rom
rom The 5S
5S Store
Store at: www.
the5Sstore.com. One suggestion is to order one o the 5S Made Easy Starter Kits.

5S Materials Checklist
Suggested
Quantity Items
1 5S Fundamenta
Fundamentall Principles of 5S Video

1 5S Nuts & Bolts Game

1 2” Viny
inyll Tape
Tape—
—Yell
ellow
ow,, Gree
Green,
n, Red
Red,, Blue
Blue,, Blac
Black/Y
k/Yell
ellow
ow,, Blac
Black/W
k/Whit
hite,
e, Red
Red/Wh
/White
ite
1 1” Vin
inyl
yl Tap
ape—
e—Y
Yel
ello
low
w, Gre
Green
en,, Red
Red,, Blu
Blue,
e, Wh
Whit
ite,
e, Bl
Blac
ack
k
20 Pallet Corner Markers
1 Pack of Red Tags
1 Red Tag Area Sign
TBD
TBD 5S Me
Mess
ssag
agee Pen
Penss (On
(Onee for
for ea
each
ch te
team
am me
memb
mber
er))

1 5S Poster
1 7 Wastes Poster
1 Roll of Tool Shadow Tape
1 Pegboard Kit
1 DIY Tool Foam Kit
1 Pack of 1 x 4 Dry Erase Magnets (white)
3 Gaug
Gaugee Mar
Marki
king
ng La
Labe
bels
ls—
—On
Onee Gre
Green
en,, Ye
Yell
llo
ow, and
and Red
Copies of 5S Made Easy (1 book for each team member)
75
Forms

All orms can be downlo

downloade
aded
d rom The
The 5S Store
Store at:
at: www.the5S
www.the5Sstore
store/5S
/5SMade
MadeEasy
Easy..

◾ Form 1 shows the 5S Project Charter

◾ Form 2 shows the 5S Team Weekly
Weekly Meeting
◾ Form 3 shows the 5S Audit Checklist
◾ Form 4 shows the 5S Visual Standards
◾
Form 5 shows the 5S Maintenance Chart
 77

78 ◾ Forms

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5S Visual Standards

Color Standard Categor y Description

Re d Hold/Quarantine Rejects/Hold/Issues
Yellow Warehouse Materials Outgoing/Incoming
Materials/Palletizing
Areas
Green Signals/Triggers Kanban Locations
Blue Tools & Accessories Trash Cans, Pallet Jacks
Black/Yellow Safety/Caution Fire, PPE, Doo
oorw
rwaays
Black/White Electrical Electric Panels

Form 4 5S Visual Standards

82 ◾ Forms

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Resources

Training and Education

Association of Manufacturing Excellence
www
ww w.ame.org

5S Best Practices
www
ww w.5SBestPractices.c
5SBestPractices.com
om

5S Virtual Coach
www
ww w.5SVirtu
5SVirtualCoach.
alCoach.com
com

Scott Gauvin
scott.gauvin@macresco.com
www
ww w.macresco.
.macresco.com
com

GBMP
www
ww w.gbmp
.gbmp.org
.org

Mike McCarthy
Author: Sustain Your Gains—The People Side o Lean–Six Sigma
Sustain Training via the Internet, delivered to your plant conference room
mikemccarthy@SustainLeanGains.com
www
ww w.Sustain
.SustainLeanGains.com
LeanGains.com

David Visco
Author: 5S Made Easy
david.visco@the5Sstore.com

Supplies
The 5S Store
Store
www
ww w.the5Sstore
.the5Sstore.com
.com
83
Acknowledgments

I would like to thank a ew o The 5S Store vendors/partners/customers that

allowed us to use images o some o their solutions which we provide on our
website
we bsite.. In no particular
particular order,
order, thank you
you to:
to:

Accuorm Signs
Accuorm Lean Posters
Aerodyne
Aerodyne Alloys
Alloys Macresco
Collins Bus Corporati
Corporation
on Kevin Meyer
Enna Products Southwest Cheese
Ergomat TREMCO
Fuss & O’Neill Triton Products
GBMP VIP Group
Group
Hexion TheVisualMachine.com
Inland Packaging Western
W estern State
State Enve
Envelope
lope & Label
Label

A special
special thanks to Mike McCarthy rom
rom Sustain Lean
Lean Gains. He
He was my
copy editor and provided me support and suggestions throughout the writ-
ing o this book. He also provided content or Chapter 8, “Sustain.” He is the
author o Sustain Your Gains—The People Side o Lean–Six Sigma . It is the best
book I have read on the challenging subject o sustaining Lean improvements.
McCarthy is available or webinars or on-site workshops. He can be contacted at:
mikemccarthy@sustainleangains.com. His book can be ound at The 5S Store.
A special
special thanks to Scott
Scott Gauvin,
Gauvin, presiden
presidentt o Macresco
Macresco,, an operations
operations
excellence consulting rm. He provided the content or Chapter 9: “The Ideal
Conditions to Implement Lean.” Gauvin is a seasoned change agent with more
than 22 years experience successully helping organizations realize their poten-
tial. Throughout his career, Gauvin’s ocus has been on driving perormance
gains through organizational alignment and a progressive approach to opera-
tions strategy. He has advised companies the world over and across a wide
range o industries including pharmaceuticals, biotech, consumer goods, medi-
cal devices, agriculture, packaging, and industrial manuacturing. In addition
to driving the growth o Macresco’s consultancy practice, Gauvin counsels cli-
ent organizations in transition and is most oten involved in strategic endeavors
that include assessing a company’s capabilities and capacity or change as well
 85

86 ◾ Acknowledgments

as innovating underperorming business models to drive revenue and increase

market opportunity. He holds a BA rom the University o Massachusetts, an
MBA rom Boston University, and is a Six Sigma Black Belt. Scott Gauvin can be
reached at: scott.gauvin@macresco.co
scott.gauvin@macresco.com.
m.
Throughout my career there have been many people that have helped

along the
believing
believin way
g in in In
me. one
noway or another,
particular ordereither
I wouldby like
direct
to support or simply
thank each and every
one o them here. Laura and Brian Visco, Eileen Carlson-Kelly, Karen Allen,
Darren Hardy, Pat Wardwell, Chris Martin, Babson College, Mike Healey rom
Yeoman
Yeoman Technologies, Bob Chalmers,
Chal mers, Robert
Rober t Murphy, and o course The T he 5S
Store team.
And, a nal thank youyou to my partner,
partner, wie,
wie, and
and mother
mother o our children,
Barbara Visco. You have always been there to support me and listen to ideas.
When I called you
you during
during my work
work lunch,
lunch, that day 9 years
years ago ater learning
learning
about 5S, saying I had an idea or a new business (which soon became The
5S Store), you said “Sounds good to me.” I came home that evening to nd you
on our lone computer in our kitchen trying to gure out how to build an online
store. It has been a heck o a ride ever since and I cannot wait to see what the
uture brings. I love you.
About the Author

David Visco is an experienced 5S coach and 5S

event leader. He has 30 years o operations, ware-
housing, inventory management, and manuactur-
ing experience in the distribution, medical device,
biopharmaceutical, and the electronics industries.
Visco has a master’s
master’s degree
degree rom Babso
Babson
n College
College in
Wellesley
Welles ley,, Massachuse
Massachusetts.
tts. He lives
lives with his wie and
and
two children in Pepperell, Massachusetts. He also
voluntee
vol unteers
rs with the Associatio
Association n o Manuacturing
Manuacturing
Excellence (AME)
(A ME)..
In 2006,
200 6, ater imple
i mplementing
menting 5S with his empl
employer
oyer
at the time, Visco had an idea to make 5S easier:
one-stop shopping or 5S supplies and materi-
als. He and his wie Barbara started the5Sstore.
com, where you can get everything you need to
implement 5S. Visco oers 5S advice to major corporations as well as small- and
medium-sized companies. He also researches and nds visual solutions or apply-
ing 5S in dicult situations. I you are looking or ideas and solutions to your
problems, or i you have questions, or i you simply want to know how to get
started with 5S, contact David Visco at: david.visco@the5Sstore.com.
87
Business Management / Productivity Improvement

A Step-by-Step Guide to
Implementing and Sustaining

Your 5S Program

5S Made Easy
“ 5S Made Easy is a simple, easy-to-follow
easy-to-follow guide for 5S in manufacturing. It nicely explains how 5S
has a greater purpose than simple housekeeping. It is about standardizing and improving —often
overlooked points in a 5S deployment.”
—Drew Locher,
Locher, Change Management Associates, Shingo Prize-Winning Author of
Lean Office and Service Simplified and Value Stream Mapping for Lean Development

“Hurray to Dave Visco for 5S Made Easy .... The stability

stability created through an effective 5S process is
critical to every other best practice, from set-reduction and TPM to kanban and standardized work.
Dave’s book offers a step-by-step primer for any change leader who wants to get this foundational
improvement method right the first time.”
—Bruce Hamilton,
Hamilton, President, GBMP

“Anyone can begin a 5S program in their department or business by following this book’s
easy-to-understand steps. In addition, Visco has provided checklists, forms, and resource guides.
Almost everyth
ev erything
ing you need
nee d is right here.”
—From the Foreword by Mike McCarthy,
McCarthy , Lean Consultant and Author of Sustain
Your Gains: The People Side of Lean-Six Sigma

For decades, 5S practitioners have struggled with exactly how to implement and sustain a 5S
program in their workplaces. While there are many books available on the organization meth-
ods suggested by 5S, few provide easy-to-understand, step-by-step guidance on how to set
up and sustain successful 5S implementations. 5S Made Easy fills this need.

Written by an expert whose focus for the last decade has been nothing but 5S, the book
supplies in-depth guidance on how to implement and sustain each of the 5S pillars—sort, set
in order, shine, standardize, and sustain.

The book uses an easy-to-follow format that was designed for use during 5S events. It
provides color images of real-world 5S solutions, including before and after pictures from the
field. It also supplies readers with online
o nline access to all of the forms and documents needed for
an effective 5S program. All the forms and documents are provided in an easily editable format
to fit any operation.

ISBN: 978-1-4987-1
978-1-4987-1982-7
982-7
90000
9 7814
781498
98 719827