UC3 CBLM Practicing Basic Housekeeping Procedures

COMPETENCY BASED LEARNING
MATERIAL
SECTOR : AGRICULTURE, FORESTRY AND FISHERY
QUALIFICATION : ANIMAL PRODUCTION (RUMINANTS) NC II
UNIT OF COMPETENCY : PRACTICE BASIC HOUSEKEEPING PROCEDURES
MODULE TITLE : PRACTICING BASIC HOUSEKEEPING PROCEDURES

HOW TO USE THIS COMPETENCY-BASED LEARNING
MATERIAL
The unit of competency, “Practice basic housekeeping procedures”,

is one of the competencies of Animal Production (Ruminants) NC IICII, a
course which comprises the knowledge, skills, and attitudes required for a
TVET trainee to possess.
The module, Practicing basic housekeeping procedures, covers the

knowledge, skills and attitude required in researching general information
on food and beverage cocktails, and sharing in.
In this module, you are required to go through a series of learning

activities in order to complete each learning outcome. In each learning
outcome are Information Sheets, Self-checks, Operation Sheets, Task Sheets,
and Job Sheets. Follow and perform the activities on your own. If you have
questions, do not hesitate to ask for assistance from your facilitator.
Remember to:
 Read information sheet and complete the self-checks.

 Perform the Task Sheets, Operation Sheets, and Job Sheets until you
are confident that your outputs conform to the Performance Criteria
Checklists that follow the said work sheets.
 Submit outputs of the Task Sheets, Operation Sheets, and Job Sheets
to your facilitator for evaluation and recording in the Achievement
Chart. Outputs shall serve as your portfolio during the Institutional
Competency Evaluation. When you feel confident that you have had
sufficient practice, ask your trainer to evaluate you. The results of
your assessment will be recorded in your Achievement Chart and
Progress Chart.
You must pass the Institutional Competency Evaluation for this

competency before moving to another competency.
ANIMAL PRODUCTION Document No.

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QA System Orchard Valley Inc. Revision # 00
PROCEDURES
ANIMAL PRODUCTION (RUMINANTS) NC II
COMPETENCY BASED LEARNING MATERIALS
LIST OF COMPETENCIES
No. Unit of Competency Module Title Code
1. Observe gender Observing gender

sensitivity in the sensitivity in the workplace
workplace
2. Demonstrate work values Demonstrating work values

and gender sensitivity and gender sensitivity
3. Practice basic Practicing basic

housekeeping housekeeping procedures
procedures

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MODULE CONTENT
UNIT OF COMPETENCY : Practice basic housekeeping procedures
MODULE TITLE : Practicing basic housekeeping procedures
MODULE DESCRIPTOR : This unit covers the knowledge, skills and

attitudes required to gather, interpret and
convey information in response to
workplace requirements.
NOMINAL DURATION :
At the end of this module, you MUST be able to:

1. Sort and remove unnecessary items
2. Arrange items
3. Maintain work areas, tools and equipment
4. Follow standardized work process and procedures
5. Perform work spontaneously

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COMPETENCY SUMMARY
QUALIFICATION TITLE : Animal Production (Ruminants) NC II
UNIT OF COMPETENCY : Practice basic housekeeping procedures
MODULE TITLE : Practicing basic housekeeping procedures
INTRODUCTION
This unit covers the knowledge, skills and attitudes required

to gather, interpret and convey information in response to
workplace requirements.
LEARNING OUTCOME
Upon completion of this module, the trainees must be able to:
1. Sort and remove unnecessary items
2. Arrange items
3. Maintain work areas, tools and equipment
4. Follow standardized work process and procedures
5. Perform work spontaneously
ASSESSMENT CRITERIA
1. Understand and discuss the 5’s

2. Understand the significance of 5’s
3. Define sort
4. Understand and explain the significance of sorting and removing
unnecessary item
5. Understand the significance of arranging items
6. Understand and discuss the significance of maintaining work
areas, tools and equipment
7. Understand and discuss the significance in Following standardized
work process and procedures
8. Understand and discuss the meaning of seven mudas
9. Define and understand why we should eliminate wastes
10. Understand and discuss the definition of Muda, Mura, and Muri
11. Understand and discuss the significance in Performing work
spontaneously

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LEARNING OUTCOME # 1 Sort and remove unnecessary items
CONTENTS:
 The 5’s
 Lean 5S Seiri, Sort, Clearing, Classify
ASSESMENT CRITERIA:
 Understand and discuss the 5’s
 Understand the significance of 5’s
 Define sort
 Understand and explain the significance of sorting and
removing unnecessary item
CONDITIONS:
The students/ trainees must be provided with the following:
1. Writing materials (pen & paper)

2. References (books)
3. Manuals
ASSESSMENT METHODS:
Competency in this unit may be assessed through:
1. Written test
2. Practical performance test
3. Interview

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Learning Experiences
Learning Outcome # 1 - Sort and remove unnecessary items
Learning Activities Special Instructions

Read Information sheet 4.1.-1 This Learning Outcome deals with the
on “The 5’s” development of the Institutional
Answer Self-Check 4.1-1 Competency Evaluation Tool which
(Trainee checks answers trainers use in evaluating their trainees
against the answer key) after finishing a competency of the
Read information sheet 4.1-2 qualification.
on “Lean 5S Seiri, Sort, Go through the learning activities
Clearing, Classify” outlined for you on the left column to
Answer Self-Check 4.1-2 gain the necessary information or
(Trainee checks answers knowledge before doing the tasks to
against the answer key) practice on performing the requirements
of the evaluation tool.
The output of this LO is a complete
Institutional Competency Evaluation
Package for one Competency of Food
and Beveage Services NCII. Your
output shall serve as one of your
portfolio for your Institutional
Competency Evaluation for
Demonstrating work values and
gender sensitivity
.
Feel free to show your outputs to your
trainer as you accomplish them for
guidance and evaluation.

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Information Sheet 4.1-1
The 5’s
Learning Objectives:
After reading this information sheet, you must be able to:
 Understand and discuss the 5’s
 Understand the significance of 5’s
5S at its core is about removing non-value added processes by developing

standard methods for doing the necessary work. An effective 5S program will
therefore improve efficiency, quality and employee safety. We're the experts
at The 5S Store. We provide our customers with an easy to use online store
for 5S supplies plus we have the visual control specialists you need for those
not so obvious solutions. We pride ourselves in helping our customers find
creative custom solutions as well. And, for those times where you might
need more in depth 5S support, we have our 5S Virtual Coach Program.
Please don't hesitate to contact us with your questions and/or 5S
challenges. Afterall, that's what we're here for and we love what we do.
The 5Ss
5S is based on Japanese words

that begin with the letter ‘S’. The
term “5S” references the five
elements of this system: Sort,
Set in Order, Shine, Standardize
and Sustain.
Sort (Seiri)
This first step is where removing

all unnecessary items from the
workplace is the focus. The most
common and effective way of
doing this is to attach 5S Red Tags to items no longer thought to be needed.
Questions to be asked during the red tag event are is this needed, if it is
needed, is this quantity necessary, if it is needed, does it need to be stored
here? Everything that's tagged is moved to a designated Red Tag area where

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someone with decision making authority dispositions the material. the great
benefit of an effective red tag Sort event is that it frees up space, improves
workflow, saves money by finding missing tools and equipment and helps to
create a safer work environment.
Set in Order (Seiton)
The second step of the 5S process focuses on efficient storage and location
methods. In simplest terms “a place for everything and everything in its
place”. Questions to be asked in this phase:
1. What is needed to get the job done?
2. Where should it be located?
3. How many do I truly need?
To effectively set things in order you can use marking tape, labeling
systems, bins, magnets, pouches, trash barrels, brooms, peg boards, clips,
hangers and signs. The result of this process makes for a much more
organized workplace where folks know exactly where to find what they need
thus saving time and being more productive.
Shine (Seiso)
The third step focuses on cleaning up the place now that all the clutter and
junk has been removed. Obviously one benefit of this step is to make the
workplace cleaner and brighter where everyone will enjoy working. Another
purpose is to keep everything working properly, so that it’s ready to be used
when needed. Cleaning needs to become part of daily work habits which
allows tools, equipment and work areas ready for use. The benefits of a
clean work environment are improved morale, defects become more obvious,
improves safety by removing dust, oil and dirt and increases machine
maintenance as daily inspections increase. On the last point, inspection
occurs as a result of cleaning. One can’t help but inspect equipment or an
area that they’re cleaning.
Standardize (Seiketsu)
By implementing the fourth step of 5S, Standardize, we make sure that the
first three steps are maintained. By implementing standardization, we
ensure that ineffective conditions of the past don't resurface. one common
solution for standardizing the process is to develop a solid 5S Audit program
where expectations and responsibilities are made clear.

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Sustain (Shitsuke)
The fifth step in the 5S journey is considereded by many to be the most

difficult. This is the step required to make the other four steps part of your
company culture of continuous improvement.

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Self-Check 4.1-1
1. The fifth step in the 5S journey is considereded by many to be the

most difficult. This is the step required to make the other four steps
part of your company culture of continuous improvement.
2. The fourth step of 5S, we make sure that the first three steps are
maintained.
3. The third step focuses on cleaning up the place now that all the
clutter and junk has been removed.
4. The second step of the 5S process focuses on efficient storage and
location methods.
5. This first step is where removing all unnecessary items from the
workplace is the focus.

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Answers to Self-Check 4.1-1
1. Sustain (Shitsuke)
2. Standardize (Seiketsu)
3. Shine (Seiso)
4. Set in Order (Seiton)
5. Sort (Seiri)

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Lean 5S Seiri, Sort, Clearing, Classify

 Define sort
 Understand and explain the significance of sorting and removing
unnecessary item
5S Seiri
5S Seiri is the first stage of the lean tool known as 5S; 5S being a simple
methodical Lean Tool for the organization of your workplace to ensure
standardized working practices, more ergonomic and efficient methods,
higher levels of quality and reliability and improved safety to name just a few
of the benefits of 5S.
5S is not just about housekeeping as some believe it to be, it is a foundation

stone of lean manufacturing and is an efficient tool for beginning the
eradication of muda, mura and muri within your working environment. 5S
tackles the seven wastes efficiently and effectively within your organization.
Purpose of 5S Seiri (Sort)
Sort, Clearing or Classify are the English equivalents of the Japanese term
Seiri within 5S, within this first stage of 5S we aim to remove all
unnecessary items from your working environment. This is more than just
throwing away the junk within the cell, it is about removing everything that
is not required on a regular basis.
Without this additional clutter within your cell you are left with only what
you need, reducing the need to search through things to get what you really
need or move things out of your way and so on. It is surprising how much
can be removed within this stage of 5S
Classify is a term that many forget when implementing 5S, it is not just to
remove clutter during this stage, we should also consider the usage
requirements of the items within a cell, if things are used daily then they
should be located in the cell. If they are required weekly, or monthly then if
there is room within the cell then that is where you can keep them if they

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can be located so as not to cause any delays. Items however that have highly
infrequent use may need to be located in a storage area freeing more space
within the cell.
Conducting 5S Seiri
The team should go through every area of the cell; inside cupboards, under
benches, behind machines (even inside the machines) to remove all items
that are considered clutter. By nature we tend to hoard things just in case
we need them later and start to accumulate items until those items begin to
get in the way of our production.
If the item is clearly scrap then throw it away! If it has value, but does not
belong in the area then move it to a quarantine area identified for this
exercise, often called either a red-tag area or a crime-watch area.
If the item is too large to move or is attached to services and would require
the attention of maintenance to remove it identify with a red-tag (more on
red tags below.)
During this stage it is can be surprising how much has accumulated in the
area, you will also find many items that people have just forgotten, and no
longer know what they are. During exercises in the past I have found items
that have been located in cells for many years, the worst cases being a pallet
of material that had over 20 years of stock take tickets on it and you had to
walk over to enter the cell and a “Best Kept Cell” of the month award that
was over 10 years old on the notice board!
5S Seiri Examples
Clutter removed from a workcell
Clutter in the working area
Clutter removed from working

area.
Clutter from
the office

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5S Red Tag Process
The Red Tag process in 5S can be can be conducted in a number of different

ways; the red tag is a simple but highly obvious label that is used to identify
items that people believe should be removed from the work cell.
They can be used within a “blitz” approach to 5S to identify items that the
operators cannot physically remove from the working area themselves; other
items being removed to a quarantine area rather than being left within the
cell.
If 5S is conducted over a longer period or for ongoing applications of Seiri

the Red Tag is used within the cell to identify items that people do not
believe are required, if no one has a need to use the item within a specified
period (usually 30 days) then the item is then removed from the cell.
5S Quarantine Auction.
Items that have been removed from the work cell as being either not
required or because they are just a mystery to all involved; should have been
located within a red-tag or crime watch quarantine area.
These items have some value (otherwise you would have thrown them out as
scrap) so we will need to ascertain and agree a disposition for these items,
this is usually achieved through an “auction”. Invite everyone that may have
some idea what the items may be and who have an interest in their value,
including someone who can write the items of if required.
Once you have everyone, go through each and every item piece by piece and
decide whether they should be scrapped, recycled, stored or some other
disposition. This should be continued until the quarantine area is emptied.
When you are conducting 5S as an ongoing exercise, items that have been
red tagged within the working area should be removed to the quarantine
area and disposition should be decided every month.
What follows 5S Seiri?
Once you have cleared your area of all unnecessary clutter is time to move
onto the next stages of 5S (although in reality many of these stages are
conducted in tandem); the next stage is 5S Seiton (Straighten, Simplify, Set
in order, Configure) where you will organize the remaining items in your
working area to ensure that things are efficient and safe. After this we move
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onto 5S Seiso (Sweep, shine, Scrub, Clean and Check) where the area is
cleaned from top to bottom.
The real work then starts with 5S Seiketsu (Standardize, stabilize,

Conformity) where we work on ensuring we have standard practices both
within the individual working area and across processes, this is all then
maintained and continually improved by implementing 5S Shitsuke
(Sustain, self discipline, custom and practice.)

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Self-Check 4.1-2 (TRUE OR FALSE)
1. Once you have cleared your area of all unnecessary clutter is time to
move onto the next stages of 5S
2. If 5S is conducted over a longer period or for ongoing applications of
Seiri the Red Tag is used within the cell to identify items that people
do not believe are required
3. The red tag is a simple but highly obvious label that is used to identify
items that people believe should be removed from the work cell.
4. They can be used within a “blitz” approach to 5S to identify items that
the operators cannot physically remove from the working area
themselves
5. The team should go through every area of the cell; inside cupboards,
under benches, behind machines (even inside the machines) to
remove all items that are considered clutter.

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1. True
2. False
3. True
4. False
5. False

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LEARNING OUTCOME # 2 Arrange items
CONTENTS:
 Seiton, Straighten, Simplify, set in order, Configure
ASSESMENT CRITERIA:
 Understand the significance of arranging items
CONDITIONS:
The students/ trainees must be provided with the following:
 Writing materials (pen & paper)

 References (books)
 Manuals
ASSESSMENT METHODS:
 Written test
 Practical performance test
 Interview

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Learning Outcome # 2 - Arrange items

Read Information sheet 4.2-1 This Learning Outcome deals with the
on “Seiton, Straighten, development of the Institutional
Simplify, set in order, Competency Evaluation Tool which
Configure” trainers use in evaluating their trainees
Answer Self-Check 4.2-1 after finishing a competency of the
(Trainee checks answers qualification.
against the answer key) Go through the learning activities
outlined for you on the left column to
gain the necessary information or
knowledge before doing the tasks to
practice on performing the requirements
Competency Evaluation for Practicing
basic housekeeping procedures
.

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Seiton, Straighten, Simplify, set in order, Configure
 Understand the significance of arranging items
5S Seiton is the second stage of your 5S implementation program, 5S being

a highly effective lean manufacturing tool for creating standard working
practices and improving housekeeping to name just a few of the benefits of
5S.
Following on from 5S Seiri where we removed all of the clutter from your
workspace; we now take the remaining items and set them in order within
the cell.
What is the purpose of 5S Seiton?
The purpose of 5S Seiton is to find a place for everything within your

working area, everything should be located as close as possible to where it is
needed and at a location that is both safe and easily reached.
We are trying to achieve a number of things with this step, we are trying to
ensure that the work place is ergonomic; that is it should be arranged in
such a way that movements are minimized and made as stress free as
possible. We are also trying to ensure safety, something that should be
assured through the ergonomic work space but is worth mentioning in its
own right. We are also trying to eliminate some of the seven wastes of lean
by ensuring that we don’t encounter delays looking for things, waiting and
so on.
Implementing 5S Seiton
There are a number of approaches you could take with implementing Seiton,
depending on the complexity and size of your work space;
You could use spaghetti diagrams to map out your process, a simple
drawing of the work place on which you draw a line to show each movement,
hence the name spaghetti diagram as it often looks as if you have dropped a
plate of spaghetti on the page. You then work to reduce and remove some of
those pieces of spaghetti.

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My favorite is the creation of simple flow charts using post it notes, watch
the process from start to finish and write each step of the process in detail
on individual post-its. These can then be arranged on a wall or white board
for the team to identify value adding vs. non-value adding steps. This can be
a very education process for all involved. You then work through either
eliminating or reducing each non-value adding step by moving things closer,
arranging in an easy to find position and so forth.
The other option is to just “go for it”, start arranging things where the
operator of the process feels is the most comfortable position.
At the end of this process everything should have a place and everything
should be in its place. It should be obvious what everything is and where it
belongs; the use of shadow boards, clear identification, floor marking and
other visual tools such as color coding should be used.
Items will be located where required, with things like tools at one level, to
enable ease of movement, drills and drivers suspended from above for ease
of use, components arranged in tote bins or fed from the rear of work station
etc.
5S Set in Order Example Pictures
Lean 5S Seiton, Set in order.
Set in Order Tooling Locations
Organised Floor Space. 5S Seiton
Shadowboards to organise tooling and other items

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Runners, Repeaters, Strangers
It is worth bringing up the principles of runners, repeaters and strangers

when organizing your workplace. This is an easy way to classify your
components, tooling and other items according to usage;
 Runners; Used on a daily basis.
 Repeaters; Used weekly
 Strangers; Used monthly or less frequently
By using this analysis you can organize premium space for items such as
your tooling, arranging the runners closest as these are the most commonly
used, then the repeaters, and strangers being left to last to take up any
remaining space or even in storage.
Visual Management
Because you have a very clear set of locations defined and are using things
like shadow boards and “footprints” to show where components enter and
leave a cell; it is very easy to see with a glance if anything is missing or
anything is wrong.
A pile of inventory not within its footprint can show you that there is a
problem in the cell causing a buildup of inventory that cannot be processed,
or empty areas can tell you of failures in previous processes.
What is after 5S Seiton?
Now that you have completed the first two stages (5S Seiri and 5S Seiton) it
is time to move onto the next stage 5S Seiso (Sweep, shine, Scrub, Clean
and Check) where you are going to instigate a full clean up of the working
area followed by 5S Seiketsu (Standardize, stabilize, Conformity) where you
will ensure that you have standard operations so that everyone conducts the
process in the most efficient manner. After this 5S Shitsuke (Sustain, self
discipline, custom and practice) will help you to keep the momentum going
and continually improve on what you have achieved.
Self-Check 4.2-1

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1. Runners; Used monthly or less frequently
2. Repeaters; Used weekly
3. Strangers; Used on a daily basis.
4. The other option is to just “go for it”, start arranging things
where the operator of the process feels is the most comfortable
position.
5. There are a number of approaches you could take with
implementing Seiton

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1. False
2. True
3. False
4. True
5. True

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LEARNING OUTCOME # 3 Maintain work areas, tools and
equipment
CONTENTS:
 5S Seiso, Sweep, shine, clean and Check
ASSESMENT CRITERIA:
 Understand and discuss the significance of maintaining work
areas, tools and equipment
CONDITIONS:
The students/trainees must be provided with the following:
 Simulated workplace environment
 Communication tools
 Variety of information’s
ASSESSMENT METHODS:
 Written test
 Practical performance test
 Interview

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Learning Outcome # 3 - Maintain work areas, tools and equipment

Read information sheet 4.3-1 This Learning Outcome deals with the
on “5S Seiso, Sweep, shine, development of the Institutional
clean and Check” Competency Evaluation Tool which
Answer Self-Check 4.3-1 trainers use in evaluating their trainees
(Trainee checks answers after finishing a competency of the
against the answer key) qualification.
Go through the learning activities


.

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5S Seiso, Sweep, shine, clean and Check
After reading this information sheet, you must be able to
 Understand and discuss the significance of maintaining work areas,

tools and equipment
5S Seiso
5S Seiso is the third stage in your 5S program implementation, 5S being an

effective Lean Manufacturing tool which helps with not just your
housekeeping, but with boosting your efficiencies, improving safety, and
ensuring standardized ways of working. 5S benefits are based around the
fact that it will help to remove the seven wastes of lean manufacturing from
your processes, not just in your manufacturing areas , but in service and
you can even implement 5S in the office.
Following on from 5S Seiri where you removed all of the clutter from your
workplace and 5S Seiton where you arranged all the remaining items in
their best positions, 5S Seiso is organized effective cleaning of your area.
Purpose of 5S Seiso
The purpose of 5S Seiso is not to beautify your work place, although it does
a good job of doing so. I have been into even machine shops where you feel
that you could eat your food from the floor as it was so clean and tidy.
The true reason for 5S Seiso is to make problems obvious; it is a significant

part of your visual management. You will not spot an oil leak in an untidy
workshop where the oil is leaking onto the absorbent granules still there
from the last leak. But in a tidy, newly painted work shop the same leak will
stand out like a sore thumb enabling you to take action before the leak
becomes a more serious condition.
Implementing 5S Seiso.
Clean and check all machinery.

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The team should go to work with suitable cleaning materials and clean every
surface and hidden corner. Equipment should be repainted where necessary
to bring machinery to a “new” state.
Once you have bought your area to a state of cleanliness it must be
maintained as such, time must be allocated, and cleaning materials be
provided. Cleaning schedules should be created, stating what should be
done, when, how and who by.
5S Shine and Check
Remember; this is clean and check, when cleaning the

operators should be checking for any abnormality,
anything that is unusual or out of place. The team
should then diagnose and solve the problems, involving
the relevant people as required such as maintenance.
Benefits of 5S Seiso
As I have already stated, it is not the clean up that is the major benefit here,
it is the discipline of checking for problems and having them become
obvious against the “perfect” background. By not turning a blind eye to
problems we encourage all to look for root causes of problems and try to find
solutions.
So things like; waste that accumulates in one area, can lead the team to
improve machine guarding, waste collection and removal to eliminate the
problem.
Next steps after 5S Seiso
The next stage after 5S Seiso is 5S Seiketsu (Standardize, stabilize,

Conformity) where you will look to create standard operations and ways of
working. This is followed by 5S Shitsuke (Sustain, self discipline, custom
and practice) where you will integrate the principles and ideals of 5S within
the culture of your company. Ensuring that everyone will be checking for
problems as they walk around the facility and pointing out issues such as
the leaking machine for resolution.
Self-Check 4.3-1 (True or False)

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1. The team should go to work with suitable cleaning materials and
clean every surface and hidden corner.
2. Equipment should be repainted where necessary to bring machinery
to a “new” state.
3. Once you have bought your area to a state of cleanliness it must be
maintained as such, time must be allocated, and cleaning materials
be provided.
4. Cleaning schedules should be created, stating what should be done,
when, how and who by.
5. Clean up that is the major benefit of seiso

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1. True
2. True
3. True
4. True
5. False

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LEARNING OUTCOME # 4 Follow standardized work process and
procedures
CONTENTS:
 5S Seiketsu, Standardise, Conformity
ASSESMENT CRITERIA:
 Understand and discuss the significance in Following

standardized work process and procedures
CONDITIONS:
ASSESSMENT METHODS:
1. Written test
3. Interview

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Learning Outcome # 4 - Follow standardized work process and

procedures

on “5S Seiketsu, Standardise, development of the Institutional
Conformity” Competency Evaluation Tool which
Go through the learning activities


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5S Seiketsu, Standardise, Conformity
 Understand and discuss the significance in Following standardized

work process and procedures
5S Seiketsu is the forth step in the lean manufacturing tool of 5S; 5S being
a simple but powerful tool for organizing your workplace in an efficient and
safe manner. 5S is a methodical way to eliminate the seven wastes of lean
within your processes as well as the other wastes of Mura and Muri.
By implementing a 5S program you can gain the benefits of 5S in a very
short space of time, due to its simplicity 5S is probably one of the most
popular lean tools, a tool without which your lean implementation will
almost certainly fail.
Purpose of 5S Seiketsu
The purpose of 5S Seiketsu is to standardize what you have done within the
first three steps of 5S, however there is far more to this than many people
think. The true purpose of 5S is not so much about housekeeping but in
achieving standard work; ensuring that the most efficient, and least wasteful
ways of doing things are performed in a repeatable manner, either through
having no other options or through documented work instructions or
standard operating procedures (SOPs.)
5S Seiketsu is to standardize your ways of working with regard to the first

three stages of 5S and in a general sense with regard to your operations.
Without standardized working you will never be able to continuously
improve your processes or even trace where errors are occurring.
How to implement 5S Seiketsu
Initially standardize the previous three phases of 5S (5S Seiri, 5S Seiton,

and 5S Seiso); ensure that cleaning becomes part of the everyday process by
providing time, equipment, and documented instructions. Make the use of
red tags part of everyday life within all working areas.

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Standardize your organizing of your work place, always have your
component footprints one color for where they enter the cell, and another
color for finished product exiting the cell. Color code different areas,
different functions etc to make things as clear as possible with common
codes across your company.
Standardise practices across the organisation.
Have common ways of storing tools and equipment

across your cells so that anyone from any other part of
the company will know where to look for things. Have
specific areas and color codes for documentation so
that they are common across all areas.
Have your operators document their workflow that they developed during
the second stage of 5S Seiton (set in order), use digital cameras and simple
word processing packages to design professional looking instruction
documents; work instructions or standard operating instructions (SOPs).
These documents will ensure consistency across shifts and different
operators.
5S Standard Operating Procedures | Work Instructions
The standard operating procedure should be a detailed work sequence of

each and every step undertaken, it should be written in the operators own
words. Use digital cameras to record each step and take close-ups of any
intricate detailed work.
By having the operators define and write the instructions you avoid any
issues with them not understanding the work instructions or not buying
into the methods described. They are also more motivated as they have
greater control over their own working methods etc.
This is only a starting point, if you have never had SOPs and 5S is your first
step on the road to lean then this is where to start with your instructions.
As you become more involved with your lean initiatives we will need to be
adding ideas such as Takt time, Kanban and work in progress information
to these instructions also.
Continuous Improvement and 5S

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To enable continuous improvement we must have stability, stable processes
are achieved by standard ways of operating as achieved through this forth
stage of 5S Seiketsu.
Continuous improvement is moving from one standard to a better standard,

it is up to your teams to continue to refine their 5S implementation and
improve on their work instructions and other standards.
5S Standardize Next stages
The next stage of 5S after 5S Seiketsu is that of 5S Shitsuke where we will

make 5S part of the culture of your organization so that everyone, from
every level is working towards eliminating the causes of muda within your
organization.
If you have any questions or comments regarding Lean 5S Seiketsu

(Standardize, Conformity) or would like to share any of your own
implementation issues and solutions feel free to use the comments section
below.

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1. To enable continuous improvement we must have stability, stable

processes are achieved by standard ways of operating as achieved
through 5S Seiketsu.
2. Continuous improvement is moving from one standard to a better
standard, it is up to your teams to continue to refine their 5S
implementation and improve on their work instructions and other
standards.
3. The standard operating procedure should be a detailed work sequence
of each and every step undertaken, it should be written in the
operators own words.
4. Use digital cameras to record each step and take close-ups of any
intricate detailed work.
5. By having the operators define and write the instructions you avoid
any issues with them not understanding the work instructions or not
buying into the methods described.

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1. True
2. False
3. True
4. False
5. True

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LEARNING OUTCOME # 5 Perform work spontaneously
CONTENTS:
 5S Shitsuke, Sustain, custom and practice
 Lean Manufacturing Wastes
 The Seven Wastes | 7 Mudas
ASSESMENT CRITERIA:
 Understand and discuss the meaning of seven mudas
 Define and understand why we should eliminate wastes
 Understand and discuss the definition of Muda, Mura, and Muri
 Understand and discuss the significance in Performing work
spontaneously
CONDITIONS:
ASSESSMENT METHODS:
4. Written test
6. Interview

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Learning Outcome # 5 - Perform work spontaneously

on “5S Shitsuke, Sustain, development of the Institutional
custom and practice” Competency Evaluation Tool which
Read information sheet 4.5-2 Go through the learning activities
on “Lean Manufacturing outlined for you on the left column to
Wastes” gain the necessary information or
Answer Self-Check 4.5-2 knowledge before doing the tasks to
(Trainee checks answers practice on performing the requirements
against the answer key) of the evaluation tool.
Read information sheet 4.5-3 The output of this LO is a complete
on “The Seven Wastes | 7 Institutional Competency Evaluation
Mudas” Package for one Competency of Food
Answer Self-Check 4.5-3 and Beveage Services NCII. Your
(Trainee checks answers output shall serve as one of your
against the answer key) portfolio for your Institutional


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5S Shitsuke, Sustain, custom and practice
 Understand and discuss the significance in Performing work

spontaneously
5S Shitsuke
5S Shitsuke is the fifth and final stage of 5S; 5S being a lean manufacturing
tool for ensuring standardized, efficient operations as well as excellent
housekeeping. By implementing 5S within your organization you work to
eliminate the causes of Muda, Mura and Muri, especially the seven wastes of
lean.
This final stage of 5S is probably the hardest to achieve of all the stages;
many organizations failing to achieve it in my experience.
Purpose of 5S Shitsuke, Sustain
5S is not a one off exercise, if it were then after a few months your work
environment and working practices would fall back to where they were prior
to your 5S implementation program; a situation that I have witnessed far
too often over the years.
The purpose of this final stage is to sustain the gains made and make 5S
part of your everyday routine in the organization; ensuring that we do not
fall back to our old ways and lose all of the 5S Benefits.
Implementing 5S Shitsuke
5S Story board to help sustain lean efforts.
There are a number of things that you can do to try to

make 5S part of the culture of your organization, the
first is to lead by example; ensure that the
management of your organization follow the principles of 5S in their own
areas. Make sure that when they are on the shop floor (the Gemba) they look
for anything that is out of place or missing and flag for attention.

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If your supervisors and management are on the lookout for inventory
stacked out of position, tooling that is missing from its home untidy areas,
overflowing skips and so forth they will help to enforce the principles of 5S.
If your operators are allowed time and trained to continually improve on
their 5S efforts, through the use of quality circles or kaizen, they will feel
that they truly own their areas and have a say in the destiny of the
company. A motivated and loyal workforce working to improve the company
is the most powerful tool that you could have at your disposal.
A 5S storyboard is a useful item to put up in the area, allow the team to

display before and after photographs and any other information that they
feel relevant. This can also be used to continually improve the area by
having an area for issues and suggestions to be recorded etc.
The last thing that I would mention is the use of Audits, often implemented
purely as show with the items above missing from the equation. They are a
helpful and efficient way to ensure the maintenance of the current state and
if used effectively they can drive improvement.
5S Audits
5S Audits to help sustain your 5S efforts are effective if there is reall

attention given to them and follow through to correct issues and to celebrate
success.
An audit checklist should be put together, either a generalized one usable
for all areas or specific for each individual area with detailed and specific
checks to be made. It is best to include some form of scoring but avoid
subjective scoring methods, by this I mean rating an area for cleanliness on
a scale of 1 to 10 with 1 being poor and 10 being excellent would get
probably 5 different scores from 5 different people. Scores should be
awarded for specific attainment.
Audits should not be conducted by people that work in the area being
audited, who would really want to mark themselves down after all! Select
auditors from other areas of the company or if possible select from
management to show the management’s commitment to the process.
Audits should be conducted weekly initially but can be made less frequent
when improvement has been demonstrated. Scores should be charted and
displayed prominently within the area so that everyone can see them, thus
either giving the team a reason to be proud or motivating them to make
improvement.

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Many companies give awards for the “best kept area”, these need not be
expensive; a works t-shirt or baseball cap are often all that is required.

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1. 5S is not a one off exercise, if it were then after a few months your
work environment and working practices would fall back to where
they were prior to your 5S implementation program
2. Audits should be conducted weekly initially but can be made less
frequent when improvement has been demonstrated.
3. Scores should be charted and displayed prominently within the area
so that everyone can see them, thus either giving the team a reason to
be proud or motivating them to make improvement.
4. If your supervisors and management are on the lookout for inventory
stacked out of position, tooling that is missing from its home untidy
areas, overflowing skips and so forth they will help to enforce the
principles of 5S.
5. By implementing 5S within your organization you work to eliminate
the causes of Muda, Mura and Muri, especially the seven wastes of
lean.

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1. True
2. False
3. False
4. True
5. False

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Lean Manufacturing Wastes
 Understand and discuss the definition of Muda, Mura, and Muri
Lean Manufacturing Wastes
Just what are Muda, Mura and Muri? The 3Ms of waste in Lean
Manufacturing.
When people think of waste in manufacturing they usually only think about
all of the scrap material that gets thrown away or if your lucky recycled,
they often forget about all of the other actions that waste our time, our
resources and our MONEY..
When someone who has had some contact with Lean Manufacturing talks
about waste they are often talking about Muda, or the seven wastes (or 8+
wastes depending on your definitions), but they often forget the other wastes
defined within the Toyota Production System; Mura and Muri.
The 3 Ms of Lean
When Japanese companies talk
about waste they usually talk about
the three Ms; Mura, Muri and Muda.
While most people who have had
contact with lean manufacturing will
have been made aware of the 7
wastes and Muda they often have
not been introduced to Muri and
Mura at all. Yet these wastes are
often far more important to tackle
than Muda and often are the underlying causes of the Muda that you
observe within your processes.
While Muda is the non-value adding actions within your processes; Muri is
to overburden or be unreasonable while Mura is unevenness. I will discuss
these terms below.

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Muda, The Seven Wastes
Muda is any activity or process that does not add value; a physical waste of
your time, resources and ultimately your money. These wastes were
categorized by Taiichi Ohno within the Toyota production system, they are;
 Transport; the movement of product between operations, and

locations.
 Inventory; the work in progress (WIP) and stocks of finished goods and
raw materials that a company holds.
 Motion; the physical movement of a person or machine whilst
conducting an operation.
 Waiting; the act of waiting for a machine to finish, for product to
arrive, or any other cause.
 Overproduction; Over producing product beyond what the customer
has ordered.
 Over-processing; conducting operations beyond those that customer
requires.
 Defects; product rejects and rework within your processes.
To this list of the original seven wastes most people also add the following;
 Talent; failing to utilize the skills and knowledge of all of your

employees
 Resources; failing to turn off lights and unused machines
 By-Products; not making use of by-products of your process
Many “lean” initiatives fail to see past the elimination of Muda and believe
that the point of Lean is to just eliminate waste. This leads to
implementations that initially appear to save money but quickly fall apart
and revert as problems such as customer demand fluctuations and supplier
problems occur. They have failed to tackle the other forms of waste
identified by Toyota;
Mura the Waste of Unevenness
Hockey Stick Effect
Mura is the waste of

unevenness or inconsistency,
but what does this mean and
how does it affect us?

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Mura creates many of the seven wastes that we observe, Mura drives Muda!
By failing to smooth our demand we put unfair demands on our processes
and people and cause the creation of inventory and other wastes.
One obvious example is production processes where the manager is

measured on monthly output, the department rushes like mad in the final
week of the month to meet targets, using up components and producing
parts not actually required. The first week of the month is then slow due to
component shortages and no focus on meeting targets. This gives us the
hockey stick graph of production as we see here on the right, far better to
smooth out production and work at the demand of the customer.
Muri the waste of Overburden
Some causes of Muri
Muri is to cause overburden, by

this we mean to give unnecessary
stress to our employees and our
processes. This is caused by Mura
and a host of other failures in our
system such as lack of training,
unclear or no defined ways of
working, the wrong tools, and ill
thought out measures of
performance.
Again Mura causes Muda, the seven wastes are symptoms of our failure to
tackle Mura and Muri within our processes not the root cause!
`
Remove Muda, Mura and Muri
Lean Manufacturing is about the removal of waste; but not just Muda (non-
value adding steps), it is about removing Mura and Muri too. In fact by
concentrating on solving Mura and Muri you prevent the creation of Muda.
By working on Just in Time (JIT) principles with Heijunka, Kanban and
other techniques you enable production smoothing and flow; removing the
causes of Mura, unevenness. The other lean tools such as 5S and TPM help
you to remove other causes of overburden removing Muri, overburden.
You should first concentrate on ensuring that your Mura is removed and
creating a level predictable flow; this in turn highlights the Muri

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(unreasonableness) within your system which can then be eliminated. By
following this route you will often eliminate the vast majority of Muda that is
present within your system.
Muda, Mura and Muri can be eliminated or signifcantly reduced if you

implement the various lean tools and principles. But don’t just rush in to try
and highlight and remove the muda in the hope of making a quick
impression on your boss; it will be a short lived success as without tackling
the other Ms Mura and Muri you will find the other wastes of Muda
returning to haunt you.

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Self-Check 4.5-2
1. The movement of product between operations, and locations.

2. The work in progress (WIP) and stocks of finished goods and raw
materials that a company holds.
3. The physical movement of a person or machine whilst conducting an
operation.
4. Conducting operations beyond those that customer requires.
5. Product rejects and rework within your processes.

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1. Transport
2. Inventory
3. Motion
4. Over-processing
5. Defects

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The Seven Wastes | 7 Mudas
 Understand and discuss the meaning of seven mudas

 Define and understand why we should eliminate wastes
7 Wastes of Lean Manufacturing
The seven wastes of Lean Manufacturing are what we are aiming to remove
from our processes by removing the causes of Mura and Muri as well as
tackling Muda directly. But what exactly are the seven wastes of Lean
Manufacturing (or 7 Mudas)?
The Seven Wastes of Lean Manufacturing are;
 Transport
 Inventory
 Motion
 Waiting
 Over-Processing
 Overproduction
 Defects
For a more in depth discussion of each waste including causes, examples,

and potential solutions click the links within each description.

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Remove Wastes to Reduce Costs
How to Remember the 7 Wastes
There are a couple of Simple Mnemonics that you can use to help you
remember the 7 Wastes. The first is to ask your self “Who is TIM WOOD?”
TIMWOOD
1. Transport
2. Inventory
3. Motion
4. Waiting
5. Over Processing
6. Over Production
7. Defects
TimWood comes from Standard-Cooper in the UK where I first started my
career as a young Quality Engineer in the Automotive Industry. It is now
probably the most recognized way of remembering the seven wastes.
An alternative is

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WORMPIT;
1. Waiting
2. Over Production
3. Rejects
4. Motion
5. Processing
6. Inventory
7. Transport
Using either TIMWOOD or WORMPIT will help you to remember your seven
wastes, very useful if you are training others and have to list them out on a
board.
What Exactly is Waste?
The simplest way to describe waste is as “Something that adds no Value.”

Our customers would not be happy to pay for any action that we take that
does not add value to what they actually want and nor should we be.
Would you be happy if you received a bill in a restaurant that included a

meal that was prepared in error? No; you would argue and demand that it
was removed from your bill; yet if you buy a product in a store the price that
you pay will contain costs that you would not want to pay. Would you want
to pay for the machine operators wages whilst they sat idle waiting for a
delivery, or for the rework processes that had to be undertaken because the
machine was incorrectly set, or even for storing your product for three
months before it was delivered to the store? These wastes are included
within the cost of your products, either inflating the price you pay or
reducing the profit of the company.
Why Remove Waste?
Your companies Profit is your selling price less your costs, no matter how
you think about the selling price it is very much dictated by the market not
by yourself. If you charge too much then your customers will go elsewhere,
even if you charge too little you may lose customers as they will perceive
there may be something wrong with what you are offering. Therefore the

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only way you have to improve your profits are to reduce your costs; this
means removing all elements of waste from your processes.
In addition to improving your profits you will find that waste has a major
impact on your customer’s satisfaction with your products and services.
Your customers want on time delivery, perfect quality and at the right price.
Something that you cannot achieve if you allow the 7 wastes to persist
within your processes.
The Waste of Transport

Transportation is a waste and
costs you money.
Transport is the movement of

materials from one location to
another, this is a waste as it
adds zero value to the product.
Why would your customer (or
you for that matter) want to
pay for an operation that adds
no value?
Transport adds no value to the product, you as a business are paying people
to move material from one location to another, a process that only costs you
money and makes nothing for you. The waste of Transport can be a very
high cost to your business, you need people to operate it and equipment
such as trucks or fork trucks to undertake this expensive movement of
materials.
The Waste of Inventory

Inventory Hides Problems
Inventory costs you money,

every piece of product tied up
in raw material, work in
progress or finished goods has
a cost and until it is actually
sold that cost is yours. In
addition to the pure cost of
your inventory it adds many

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other costs; inventory feeds many other wastes.
Inventory has to be stored, it needs space, it needs packaging and it has to
be transported around. It has the chance of being damaged during transport
and becoming obsolete. The waste of Inventory hides many of the other
wastes in your systems.
The Waste of Motion

Excessive motion of either
people or a machine is a
waste.
Unnecessary motions are

those movements of man or
machine which are not as
small or as easy to achieve as
possible, by this I mean
bending down to retrieve heavy
objects at floor level when they
could be fed at waist level to
reduce stress and time to
retrieve. Excessive travel between work stations, excessive machine
movements from start point to work start point are all examples of the waste
of Motion.
All of these wasteful motions cost you time (money) and cause stress on
your employees and machines, after all even robots wear out.
The Waste of Waiting

Eliminate the waste of waiting
to make your processes
smoother
How often do you spend time

waiting for an answer from
another department in your
organization, or waiting for a
delivery from a supplier or an
engineer to come and fix a
machine? We tend to spend an

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enormous amount of time waiting for things in our working lives (and
personal lives too), this is an obvious waste.
The Waste of Waiting disrupts flow, one of the main principles of Lean
Manufacturing, as such it is one of the more serious of the seven wastes or
7 mudas of lean manufacturing.
The waste of Overproduction

Over producing what the
customer does not want now is
a waste
The most serious of all of the

seven wastes; the waste of
overproduction is making too
much or too early. This is
usually because of working
with oversize batches, long
lead times, poor supplier
relations and a host of other
reasons. Overproduction leads to high levels of inventory which mask many
of the problems within your organization.
The aim should be to make only what is required when it is required by the
customer, the philosophy of Just in Time (JIT), however many companies
work on the principle of Just in Case!
The Waste of Over-processing

Doing More than the customer
wants costs you money
The waste of Overprocessing is

where we use inappropriate
techniques, oversize
equipment, working to
tolerances that are too tight,
perform processes that are not
required by the customer and
so forth. All of these things
cost us time and money.
One of the biggest examples of over-processing in most companies is that of
the “mega machine” that can do an operation faster than any other, but

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every process flow has to be routed through it causing scheduling
complications, delays and so forth. In lean; small is beautiful, use small
appropriate machines where they are needed in the flow, not break the flow
to route through a highly expensive monstrosity that the accountants insist
is kept busy!
The Waste of Defects

Defects hide many other
problems and wastes
The most obvious of the seven

wastes, although not always
the easiest to detect before
they reach your customers.
Quality errors that cause
defects invariably cost you far
more than you expect. Every
defective item requires rework
or replacement, it wastes
resources and materials, it creates paperwork, it can lead to lost customers.
The Waste of Defects should be prevented where possible, better to prevent
than to try to detect them, implementation of pokayoke systems and
autonomation can help to prevent defects from occurring.
Additional wastes
Waste of Talent; failing to make use of the people within your organization.
This is an issue that many of our companies in the West fail to address. We
still tend to operate within a command and control environment and take
little real notice of what our employees really think and what they can
contribute. Your employees are your greatest asset by far and can help you
to drive out many of the other wastes.
Waste of resources; failure to make efficient use of electricity, gas, water. Not
only does this waste cost you money it is also a burden on our environment
and society as a whole.
Wasted materials; too often off-cuts and other byproducts are just sent to
landfill rather than being utilized elsewhere.

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Eliminating the Seven Wastes
Eliminating the seven wastes is something that can be done through the
implementation of Lean and the various lean tools, however the focus of
your implementation should not be to identify and remove waste. Instead
you should use the principles of lean manufacturing to identify value
according to the customer and make those value adding processes flow
through your organization at the pull of the customer. This approach helps
you to make your value adding processes more efficient and causes the
waste to literally “dissolve.”
Approaching lean from a perspective of removing the 7 wastes rather than

making value flow however usually ends up with us making non-value
adding processes more efficient and we get better and better at doing things
that the customer does not want. To eliminate the 7 wastes of lean we have
to focus on the lean principles and value as perceived by our customers.
1. Is the movement of materials from one location to another, this is a

waste as it adds zero value to the product.
2. It hides many of the other wastes in your systems.
3. Excessive travel between work stations, excessive machine movements
from start point to work start point
4. It disrupts flow, one of the main principles of Lean Manufacturing, as
such it is one of the more serious of the seven wastes or 7 mudas of
lean manufacturing.
5. This is usually because of working with oversize batches, long lead
times, poor supplier relations and a host of other reasons.

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1. Waste of Transport
2. Waste of Inventory
3. Waste of motion
4. Waste of waiting
5. Waste of over production

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COMPETENCY BASED LEARNING

SECTOR : AGRICULTURE, FORESTRY AND FISHERY

QUALIFICATION : ANIMAL PRODUCTION (RUMINANTS) NC II

UNIT OF COMPETENCY : PRACTICE BASIC HOUSEKEEPING PROCEDURES

MODULE TITLE : PRACTICING BASIC HOUSEKEEPING PROCEDURES

The unit of competency, “Practice basic housekeeping procedures”,

The module, Practicing basic housekeeping procedures, covers the

In this module, you are required to go through a series of learning

 Read information sheet and complete the self-checks.

You must pass the Institutional Competency Evaluation for this

ANIMAL PRODUCTION Document No.

No. Unit of Competency Module Title Code

1. Observe gender Observing gender

2. Demonstrate work values Demonstrating work values

3. Practice basic Practicing basic

ANIMAL PRODUCTION Document No.

UNIT OF COMPETENCY : Practice basic housekeeping procedures

MODULE TITLE : Practicing basic housekeeping procedures

MODULE DESCRIPTOR : This unit covers the knowledge, skills and

At the end of this module, you MUST be able to:

ANIMAL PRODUCTION Document No.

QUALIFICATION TITLE : Animal Production (Ruminants) NC II

UNIT OF COMPETENCY : Practice basic housekeeping procedures

MODULE TITLE : Practicing basic housekeeping procedures

This unit covers the knowledge, skills and attitudes required

1. Understand and discuss the 5’s

ANIMAL PRODUCTION Document No.

1. Writing materials (pen & paper)

ANIMAL PRODUCTION Document No.

Learning Outcome # 1 - Sort and remove unnecessary items

Learning Activities Special Instructions

ANIMAL PRODUCTION Document No.

5S at its core is about removing non-value added processes by developing

5S is based on Japanese words

This first step is where removing

ANIMAL PRODUCTION Document No.

Set in Order (Seiton)

ANIMAL PRODUCTION Document No.

The fifth step in the 5S journey is considereded by many to be the most

ANIMAL PRODUCTION Document No.

1. The fifth step in the 5S journey is considereded by many to be the

ANIMAL PRODUCTION Document No.

ANIMAL PRODUCTION Document No.

After reading this information sheet, you must be able to:

5S is not just about housekeeping as some believe it to be, it is a foundation

Purpose of 5S Seiri (Sort)

ANIMAL PRODUCTION Document No.

Clutter removed from working

ANIMAL PRODUCTION Document No.

The Red Tag process in 5S can be can be conducted in a number of different

If 5S is conducted over a longer period or for ongoing applications of Seiri

What follows 5S Seiri?

The real work then starts with 5S Seiketsu (Standardize, stabilize,

ANIMAL PRODUCTION Document No.

ANIMAL PRODUCTION Document No.

ANIMAL PRODUCTION Document No.

 Understand the significance of arranging items

 Writing materials (pen & paper)