Xcellus, Inc. – Joseph L. Coffman Page 1 of 10 6/6/2020

Standard Work and 5S

Executive Summary

Standards, and rigorous discipline to the standards, are vital for every business. This concept is deeply rooted in history and has proven to be one of the most important aspects of every successful manufacturing operation. Without standards chaos prevails and improvement is thwarted. A manufacturing business with poor discipline to standards absolutely will fail; it is just a matter of time.

5S is a simple concept for the sole purpose of transforming CHAOS into RIGOROUS DISCIPLINE to STANDARDS. This is contrary to popular opinion. Keep reading to discover why Continuous Improvement, OPEX, and Lean Experts are often wrong about 5S.

Xcellus, Inc. – Joseph L. Coffman Page 2 of 10 6/6/2020

TABLE OF CONTENTS

EXECUTIVE SUMMARY ................................................................................................................. 1

1 INTRODUCTION ...................................................................................................................... 3

2 WHAT IS 5S? ........................................................................................................................... 3

3 BACKGROUND AND HISTORY OF 5S .................................................................................. 4

4 WHEN AND HOW TO IMPLEMENT ....................................................................................... 4

5 CONCLUSION ......................................................................................................................... 6

6 APPENDIX ............................................................................................................................... 8

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1 INTRODUCTION

Most people would agree about the importance of standards. The Finance group compares performance to the standard, HR expects standard review processes for employee performance, Operations expects Operators to follow a standard to produce widgets, Maintenance has standards for PM’s and routine maintenance, Quality has standards for the assurance and control of product quality, and the list goes on. If standards don’t exist, or are not followed, chaos prevails. If an organization cannot rely on HOW things are accomplished, the organization lacks discipline, beginning with leadership.

Anyone, even the untrained eye, can walk into a production area and see whether utter chaos or discipline prevails. It often takes experience to casually inspect and assess an area and see the level of discipline to standards. There are usually “tells.”

The real importance of 5S is about discipline to standards.

2 WHAT IS 5S?

5S is a methodology to transform chaos into discipline to standards.

What would learning about 5S be without a few Japanese terms? From ASQ:

Japanese Translated English Definition

Seiri organize Sort Eliminate whatever is not needed by separating needed tools, parts, and instructions from unneeded materials.

Seiton orderliness Set In Order Organize whatever remains by neatly arranging and identifying parts and tools for ease of use.

Seiso cleanliness Shine Clean the work area by conducting a cleanup campaign.

Seiketsu standardize Standardize Schedule regular cleaning and maintenance by conducting seiri, seiton, and seiso daily.

Shitsuke discipline Sustain Make 5S a way of life by forming the habit of always following the first four S’s.

It is strange and funny, but immediately after ASQ shows these 5S’s, which clearly lead to standardization and discipline to the standards, they then explain all the miraculous things 5S does. The funny part is that none of them relates to standards and discipline to the standard.

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3 BACKGROUND AND HISTORY OF 5S

5S as the Lean world knows it was developed by Hiroyuki Hirano in the 1970’s. Supposedly 5S was created as a way to achieve Just in Time (JIT) manufacturing. Baloney! The goal was certainly to achieve JIT, but in order to get to JIT every area must operate with extraordinary discipline. 5S was created as a methodology to force a paradigm shift.

5S was developed to help transform an area immersed in chaos without any semblance of discipline into an area that values adherence to standards and respects discipline. Imagine being charged with attaining JIT manufacturing and walking into an area where chaos reigns, people lacking in discipline and working however they want, producing parts in whichever way suits themselves best. How on Earth would they have the precision and discipline required to achieve JIT without major disruptions and shutdowns? IMPOSSIBLE!

Hiroyuki Hirano was not the only one faced with a chaotic workplace. Henry Ford faced this and came up with an amazingly similar solution 50 years earlier, in the 1920’s. Ford called it CANDO (Cleaning up, Arranging, Neatness, Discipline, Ongoing improvement). Amazing! 50 years earlier Ford found that Standards, Discipline and Improvement were vital for business success.

4 WHEN AND HOW TO IMPLEMENT

5S is one of the methodologies that lends itself well to an event when beginning the process. Once 5S is part of the culture, it is a daily, ongoing activity and no longer should be thought of as event-based. It becomes part of normal work activities, including 5S audits.

5S activities must be accomplished by the people that work in the area. It cannot be done be outside personnel if there is any hope of the improvements sustaining. It is often helpful to have an outside facilitator help conduct the 5S activities and occasionally audit, but the actual changes must be made by the people that will live with the results. Having an external team come in to “5S” an area will result in failure, guaranteed.

There are many organizations that already have clean and organized work environments that they maintain well. These are not ripe for a 5S Blitz. The areas that need 5S are chaotic, undisciplined workplaces. If you are a consultant (internal or external) be cognizant of the discipline level in whatever area you are helping. Don’t bang on their heads with the 5S hammer unless it is needed. Otherwise there is no real benefit and you make yourself look foolish.

Additionally, this should be intuitively obvious, but if you are a company leader, NEVER hire a “5S Company” to come in and assess your 5S performance levels or implement 5S for you. The 5S hammer is their only tool. Guess what they are going to hit you with.

Below, the general process for 5S is outlined.

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Sort o Separate needed items from unneeded items. Keep only what is needed o Red Tag questionable items for additional review

Set-in-Order o Arrange needed items and identify for easy & immediate use o Find a good place for less frequently used items and organize

Shine o Clean everything o Paint anything that needs painting – use light colors to make unclean

conditions immediately visible

Standardize o Create standard work to support first 3S’s, keep area organized, orderly and

clean o Make standards visual and visible

Sustain – also known as Self-Discipline o Set discipline to maintain established procedures o Use the JI Training method to train personnel in 5S procedures o Clean regularly according to the new standards o Use standard 5S Audits to keep expectations high (daily “Shine” checklists,

weekly Operations audits, periodic team audits, level advancement audits) o Use a merit-based system for showing 5S progress and sustained levels of

achievement o Utilize Kaizen to improve upon the standards (see document, How to Kaizen

and How Not to Kaizen)

An example of a merit-based system for showing 5S maturity is shown below. This is often effective to use by logical area within a factory. The 5S achievement should be displayed on the SQDEC Board.

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5 CONCLUSION

Standards, and rigorous discipline to standards, are the backbone of any manufacturing business and Lean Production System. Without them chaos prevails and the business cannot succeed.

Area Status

Y

GOLD LEVEL Working to Platinum

5S+1

Sort

Set-in-Order

Shine

Standardize

Sustain

SAFETY

Even

t

Rev

iew

Au

dit

Rev

iew

Au

dit

Rev

iew

Au

dit

Rev

iew

Au

dit

Rev

iew

Star

Aw

ard

1.5 Months 1.5 Months

18 months minimum to attain Platinum 5S level

5S Advancement Timeline (maximum achievement/minimum timeline)

3 Months 6 Months

Platinum

3 Months 3 Months

Silver

Gold

3 Months 3 Months

1.5 Months 1.5 Months

Yellow

Bronze

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5S is a powerful methodology for beginning a paradigm shift about standards and discipline to standards. 5S is about discipline to standards. 5S should be used as a first step in eliminating chaos and the status quo and, most importantly, as a workforce transformation tool. When done properly, 5S is a foundational element of a Lean Production System.

Read these and weep for Lean!

https://asq.org/quality-resources/lean/five-s-tutorial https://www.5stoday.com/what-is-5s/ http://www.leansixsigmadefinition.com/glossary/5s/ https://en.wikipedia.org/wiki/5S_(methodology) https://www.themanufacturer.com/articles/principles-5s-lean-management-can-benefit-every-manufacturer/ https://leansmarts.com/what-lean-5s-methodology-all-about/ http://www.mimet.edu.my/qe5s/index.php/arkib/73-the-origin-of-5s

Other References

Out of the Crisis, W. Edwards Deming Today and Tomorrow, Henry Ford My Life and Work, Henry Ford Toyota Production System: Beyond Large-Scale Production, Taiichi Ohno 5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation, Hiroyuki Hirano

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6 APPENDIX

Category Evaluation Criteria Check if acceptable

5S Daily Shine Checksheet

Information is current and orderly.

Nothing in front of emergency exits or blocking corridors.

Display Board

Emergency Access/Exits

Standardized work instructionsOperating procedures, QDC, and standard work instructions are available and easily

identifiable.

No trash or product on floors, aisleways, breezeways or ground. No danger of slipping or

trip hazards.Floor Cleaning

Putting away of tools

Storage of cleaning supplies

No unused tools are laying around work area. All tools on shadow board are present.

Stored according to area standards.

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0 5 points

X 0 points

No. Score

1

2

3

4

5

6

7

8

9

10

11

12

13

14

15

16

17

18

19

20

5S Area Audit Area:

Audit Date: Auditor:

No garbage or dirt on the floor. No danger of slipping. No

trash in aisles.

Floor Cleaning

No papers, files, work in process piled on floors.

Scoring

Key

OK as is

Requires Improvement

Category Evaluation Criteria

Comments: Total Score:

No outdated, torn or soiled announcements displayed.

Papers are straight and neat. No torn corners or tape marks

left over from old displays.

Nothing obstructing access to fire extinguishers and hoses.

Nothing in front of emergency exits or obstructing corridors.

Display Board

Emergency Access/Exits

Putting away unneeded items

Storage of cleaning equipment

No unneeded items lying around.

Stored according to philosophy - handy yet out of the way.

Previously used items, papers, documents and so forth do

not sit directly on desks and work areas.

The layout of the walkways is efficient and logical.

Storage is well organized and items are easy to retrieve.

Office equipment is kept clean and operational.

Items on desks and work areas

Walkways

Storage and stacking methods

Cleaning of office equipment and

fixtures

The contents of office supply cabinets, file cabinets, etc. are

clearly marked as to content, person responsible for

maintaining content, storage period of documents, etc.

Arrangement of common

supplies and equipment

Commonly used supplies and office equipment (staplers,

paper cutter, etc.) are located rationally.

Straightening and organizing of

office supplies and stored

documents.

Nothing leans against walls or pillars. Nothing is piled on

top of cabinets, tucked under tables or between file

cabinets, etc.

Perimeter Area Cleanliness The department controls and cleans a region on the

perimeter area for which it is responsible.

Office supplies and documents are stored so that they are

easy to use and retrieve.

Visual Controls

Materials and supplies are located convenient to equipment

and work desks so that work can progress even when and

employee works alone.

All shelves and desks are divided and labeled so that it is

clear where things are and where things should be returned.

There are no unused files or documents on top of the desks.

Drawers in desks are systematically organized

Operating procedures and/or standard work instructions are

available and easily identifiable.

Visual controls have been established and marked to control

priorities and/or workplace activities.

Straightening and organizing of

shelves and desks

Location of materials/supplies

Standardized work instructions

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Example Level Advancement Audit

5S Evaluation Review – Bronze Level to Silver Level Department: Building: Date:

Audit Members

5S

Element Number Evaluation Criteria Rank these items from 0 or 1: 1 being completed Score Comments / Suggestion / Ideas

SO

RT

2.1 Necessary and unnecessary items are separated (including excess inventory).

2.2 Unnecessary items have been removed from the work area.

2.3 Employees understand the procedure for disposing of general supplies and unnecessary items.

2.4 A list of items required to accomplish the job has been developed and documented.

Sort Score:

SE

T I

N O

RD

ER

2.5 A designated location has been established for items.

2.6 Designated locations are marked to make organization more visible.

2.7 Everything is in its specified place when not in use.

2.8 There is a visually marked specified place for everything.

Set in Order Score:

SH

INE

2.9 Work and break areas are cleaned on a regularly scheduled basis.

2.10 Cleaning guidelines and schedules are posted.

2.11 Tools, machinery, office equipment are clean and in good repair.

2.12 Safety and Environmental requirements and cleaning practices are applied to work and break areas.

Shine Score:

ST

AN

DA

RD

I

ZE

2.13 Methods are being improved but changes haven’t been documented.

2.14 Outlining and shadow boards have been standardized throughout the area or organization.

2.15 Changes are being incorporated, documented and posted.

Standardize Score:

SU

ST

AIN

2.16 A recognizable effort has been made to improve the condition of the work area.

2.17 Measures have been documented (after photos)

2.18 Visibility safety, communication and 5S bulletin boards or binders are updated.

Sustain Score: Total