PAMANTASAN NG LUNGSOD NG MAYNILA

University of the City of Manila

Intramuros, Manila

College of Engineering and Technology

Bachelor of Science in Manufacturing Engineering (BSMfgE)

In Partial Fulfillment of the Subject

Manufacturing Engineering Elective I

(MFG 513)

5S
(Seiri, Seiton, Seiso, Seiketsu, Shitsuke)

Group 1:

Bacar, Mary Rose

Diaz, Jefferson
Reyes, Joshua James

Engr. Juan C. Tallara

June 22, 2016

 The Origin of 5S
5S or good housekeeping involves the principle of waste elimination through
workplace organization. 5S was derived from the Japanese words seiri, seiton, seiso,
seiketsu, and shitsuke. In English, they can be roughly translated as sort, set in order,
clean, standardize, and sustain. The cornerstone of 5S is that untidy, cluttered work
areas are not productive. As well as the physical implications of junk getting in
everybodys way and dirt compromising quality, we all are happier in a clean, tidy
environment and hence more inclined to work hard with due care and attention. 5S and
good housekeeping are core elements of lean thinking and a visual workplace and are a
fundamental platform for world-class manufacturing.
5S provides the foundation for all quality improvement programs. It is a process
to create more productive people and more productive companies through motivation,
education, and practice. It involves the creation of a strong corporate culture with a
productivity mindset.
5S was developed in Japan. It was first heard of as one of the techniques that
enabled what was then termed 'Just in Time Manufacturing'. The Massachusetts
Institute of Technology's 5-year study into the future of the automobile in the late
1980s identified that the term was inappropriate since the Japanese success was built
upon far more than components arriving only at the time of requirement. John Krafcik, a
researcher on the project, ascribed Lean to the collective techniques being used in
Japanese automobile manufacturing; it reflected the focus on waste in all its forms that
was central to the Japanese approach. Minimized inventory was only one aspect of
performance levels in companies such as Toyota and in itself only arose from progress
in fields such as quality assurance and Andonboards to highlight problems for
immediate action.

5S was developed by Hiroyuki Hirano within his overall approach to production

systems. Many Western managers coming across the approach for the first time found

the experience one of enlightenment. They had perhaps always known the role of
housekeeping within optimised manufacturing performance and had always known the
elements of best practice. However, Hirano provided a structure for improvement
programs. He pointed out a series of identifiable steps, each building on its
predecessor.
Western managers, for example, had always recognized the need to decide upon
locations for materials and tools and upon the flow of work through a work area; central
to this (but perhaps implicit) is the principle that items not essential to the process
should be removed stored elsewhere or eliminated completely. By differentiating
between Seiri and Seiton, Hirano made the distinction explicit. He taught his audience
that any effort to consider layout and flow before the removal of the unnecessary items
was likely to lead to a sub-optimal solution.

Equally the Seiso, or cleanliness, phase is a distinct element of the change

program that can transform a process area. Hirano's view is that the definition of a
cleaning methodology (Seiso) is a discrete activity, not to be confused with the
organisation of the workplace, and this helps to structure any improvement program. It
has to be recognised, however, that there is inevitably an overlap between Seiton and
Seiso.

Western managers understood that the opportunities for various cleanliness

methodologies vary with the layout and storage mechanisms adopted. However,
breaking down the improvement activity in this way clarifies that the requirements for
the cleanliness regime must be understood as a factor in the design aspect of Seiton.
As noted by John Bicheno, Toyota's adoption of the Hirano approach, is '4S', with Seiton
and Seiso combined presumably for this very reason. The improvement team must
avoid the trap of designing the work area and then considering the cleanliness or
tidiness mechanism.

Hirano also reminded the world of the Hawthorne effect. We can all introduce
change and while people in the business consider the change program to be under
management focus the benefits of the change will continue, but when this focus has
moved (as is inevitably the case) performance once more slips. Western managers, in
particular, may have benefited from the distinction between the procedural or
mechanical elements, Seiketsu, of keeping these matters in focus and the culture
change, Shitsuke, which is a distinct approach to bringing about a new way of working.
A number of publications on the subject in the West have questioned whether this
culture can really be tackled as part of an exercise of relatively limited scope. The
broader kaizen, or continuous improvement, approach is built, among other things, upon
the company's valuation of all members of the workforce.
If employees don't feel valued within the overall company culture, perhaps the
change required falls outside the limits of a housekeeping improvement program.

Principle of 5S

Elements of Good Housekeeping Program

- eliminate some workplace hazards and help get a job done safely and properly,
-work areas: neat and orderly; maintaining hall and floors: free of slip and trip hazards; removing
of waste materials (e.g., paper, cardboard) and other fire hazards from work areas
-manages the orderly storage and movement of materials from point of entry to exit
A good housekeeping program identifies and assigns responsibilities for the following:

clean up during the shift

day-to-day clean up

Japanese Term

English Equivalent

SEIRI

TIDINESS

Meaning in Japanese
Context
Throw away all rubbish and
unrelated materials in the
workplace.

SEITON

ORDERLINESS

Set everything in proper place for

quick retrieval and storage.

SEISO

CLEANLINESS

Clean the workplace; everyone

should be a janitor.

SEIKETSU

STANDARDIZATION

Standardize the way of

maintaining cleanliness.

SHITSUKE

DISCIPLINE

Practice 5S daily make it a

way of life; this also means
commitment.

waste disposal
removal of unused materials
inspection to ensure clean up is complete

What does it mean?

Why is it important?

The Pillars of 5S

What problems are

avoided?

SORT
Remove all the items

money and other

not needed for

managed and used

operations.
Leave only the bare

essentials: When in
doubt, throw it out.

The factory becomes

increasingly crowded

resources can be

current production

Space, time, energy,

and hard to work in.

Storage of unneeded
items gets in the way of

most effectively.
Reduces problems
and annoyances in

communication.
Time wasted searching

the work flow.

Improves

for part/tools.
Unneeded inventory and
machinery are costly to

communication

between workers.
Increases product

maintain.
Excess stock hides

quality.
Enhances

production problems.
Unneeded items and
equipment make it

productivity.

harder to improve the

SET IN ORDER
Arrange needed

process flow.
Motion waste
Searching waste
Waste of human

in using items.
-Waste due to difficulty

energy
Waste of excess

in returning items.

inventory
Waste of defective

products
Waste of unsafe

of waste including:
-Searching waste
-Waste due to difficulty

items so that they

Eliminates many kinds

are easy to use.

Label items so that
anyone can find
them or put them
away.

conditions

SHINE
Keep everything,

Turn the workplace

into a clean bright

everyday, swept

place where

and clean.

Lack of sunlight can lead

to poor morale and

everyone will enjoy

inefficient work.
Defects are less

working.
Keep thing in a

obvious.
Puddles of oil and water
cause slipping and

condition so it is
ready to be used

injuries.
Machines that do not

when needed.

receive sufficient
maintenance tend to
break down and cause
defects.

STANDARDIZE
Integrates Sort, Set

By ensuring

conditions do not

in order, and Shine

their old undesirable

deteriorate to former

into a unified whole.

state, facilitates
implementation of the
first three pillars.

Conditions go back to

levels.
Work areas are dirty and

cluttered.
Tool storage sites
become disorganized
and time wasted

SUSTAIN
Making a habit of
properly maintaining

correct procedures.
Instill discipline
necessary to avoid

Consequences of not
keeping to the course
of action greater than

searching for tools.

Clutter starts to

accumulate over time.

Backsliding occurs.
Unneeded items begin

piling up.
Tools and jigs do not get

consequences of

returned to their

keeping to it.

designated places.
No matter how dirty

backsliding.

equipment becomes,
nothing is done to clean

it.
Items are left in a

hazardous orientation.
Dark, dirty, disorganized
workplace results in
lower morale.

IMPLEMENTATION

RATIONALE
5S is a system to reduce waste and optimize productivity through maintaining an
orderly workplace and using visual cues to achieve more consistent operational
results.
Implementation of this method cleans up and organizes the workplace basically
in its existing configuration, and it is typically the first lean method which
organizations implement.
A typical 5S implementation would result in significant reductions in the square
footage of space needed for existing operations.
It also would result in the organization of tools and materials into labeled and
color coded storage locations, as well as kits that contain just what is needed to
perform a task.
5S provides the foundation on which other lean methods, such as TPM, cellular
manufacturing, just-in-time production, and six sigma can be introduced.

SORT
It refers to the act of throwing away all unwanted, unnecessary, and unrelated
materials in the workplace. Red Tagging involves evaluating the necessity of
each item in a work area and dealing with it appropriately. Once the red tag
items are identified, these items are then moved to a central holding area for
subsequent disposal, recycling, or reassignment. Organizations often find that
sorting enables them to reclaim valuable floor space and eliminate such things as
broken tools, scrap, and excess raw.

SORT Questions:
-Does the item have the function in the area?
- Who needs this item?
- How often it is used?

If I remove this item, will it really matter?

How many are needed?

Ways to Practice Sorting:

1. Sort out all items in the working area.
2. Separate the unnecessary items from the necessary. Red tagging is on-going.
3. Decide on a policy for disposing unnecessary items. Prepare a holding area.
4. Dispose unnecessary items.

SET IN ORDER

Focuses on creating efficient and effective storage methods to arrange item so

that they are easy to use and label them so that they are easy to find and put
away. It can only be implemented once the first pillar, Sort, has cleared the work
area and locations, and installing modular shelving and cabinets.

Ways to Practice Setting in Order:

1. Identify storage areas for necessary items.
2. Arrange items in designated areas by frequency of use.
3. Provide visual controls (labels, markings, coding, signage, etc).

SHINE

Once the clutter that has been clogging the work areas is eliminated and
remaining items are organized, the next step is to thoroughly clean the work
area. Working in a clean environment enables workers to notice malfunctions in
equipment such as leaks, vibrations, breakages, and misalignments.

Ways to Practice Shine:

1. Identify areas of responsibility
2. Acquire cleaning materials.
3. Clean the workplace regularly. Do not wait until things get dirty.
4. Identify and address causes of disorderliness and dirt in the work area.
5. Maintain cleanliness in identified areas of responsibility.

STANDARDIZE
It creates a constant approach with which tasks and procedures are done.
Second part of Standardize is prevention preventing accumulation of unneeded
items, preventing procedures from breaking down, and preventing equipment
and materials from getting dirty.

Ways to Practice Standardizing:

1. Formulate standards for maintaining good office environment.
2. Fix the rules and stick to them.
3. Consistently practice 5S standards and create a maintenance system for good
housekeeping.

SUSTAIN

This is maintaining procedures, defining a new status quo and standard of work
place organization. Without the Sustain pillar the achievements of the other
pillars will not last long. Tools for sustaining 5S include signs and posters,
newsletters, pocket manuals, team and management check-ins, performance
reviews, and department tours. Organizations typically seek to reinforce 5S
messages in multiple formats until it becomes the way things are done.

Ways to Practice Self-Discipline to Sustain 5S Program:

1. Treat your workplace as your second home.
2. Reflect on your attitudes, habits and appearance.
3. Develop good habits and keep them.
4. Continuously find ways to improve work area.
5. Sustain the 4S activities, continuously monitor performance and aim for higher
5S target.