5S LEAN MANUFACTURING GUIDE

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

2 I 5S AND LEAN MANUFACTURING .............................................................................. 4

3 I IMPLEMENTING 5S ........................................................................................................ 4

4 I THE 5S STEPS .................................................................................................................5

4.1 Sort ...............................................................................................................................5

4.1.1 Procedure ...........................................................................................................5

4.1.2 Implementation................................................................................................5

4.1.3 Expected Outcome .........................................................................................5

4.2 Set in Order .............................................................................................................. 6

4.2.1 Procedure ......................................................................................................... 6

4.2.2 Implementation.............................................................................................. 6

4.2.3 Expected Outcome ....................................................................................... 6

4.3 Shine ...........................................................................................................................7

4.3.1 Procedure ..........................................................................................................7

4.3.2 Implementation ..............................................................................................7

4.3.3 Expected Outcome ........................................................................................7

4.4 Standardize ...............................................................................................................7

4.4.1 Procedure ..........................................................................................................7

4.4.2 Implementation ..............................................................................................8


4.5 Sustain ........................................................................................................................8

4.5.1 Procedure ..........................................................................................................8

4.5.2 Implementation ..............................................................................................8


5 I VISUAL MANAGEMENT IN 5S ..................................................................................... 9

6 I CHOOSING A 5S LABELING SYSTEM ......................................................................10

7 I 5S COLOR CODING ....................................................................................................... 11

8 I THE 6TH STEP – SAFETY .............................................................................................. 12

9 I EXPANSION OF 5S ....................................................................................................... 12

10 I SUMMARY ..................................................................................................................... 13

CONTENTS

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In Manufacturing, 5S uses a five step process that starts with examination of the production area to tidy and clean the workplace and storage areas. In subsequent steps, regular actions and processes are systemized to put in place new habits and procedures that will endure.

As per the name, 5S stands for the five components of the system which are the Japanese words Seiri, Seiton, Seiso, Seiketsu and Shitsuke. When translated into English, these provide the five step implementation procedure:

1. Sort

2. Set in Order

3. Shine

4. Standardize

5. Sustain

The 5S methodology

originated in Japan as a system

implemented to improve the

productivity and profitability

of an operation through the

reduction of waste.

1 I INTRODUCTION

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3 I IMPLEMENTING 5S

Lean operation does not allow for any waste of time or materials, instead manufacturing goals are achieved directly, in the most efficient way possible. Every step is optimized and performance is measured, then improved and sustained.

The latest Lean Manufacturing methodology originated and developed in Japan, as did many productivity improvement methods, pioneered by the Toyota company within their Toyota Production System (TPS).

Other methods that originate from the TPS way of operating include Just In Time (JIT) and Kanban. These are also waste reducing programs that aim to speed up production flow and improve response times within manufacturing processes. Both JIT and Kanban rely heavily on visual cues to declutter the workplace and promote improved clarity of process and operation.

The 5s steps combine these proven, established methods into a logical series of investigations and actions to be undertaken by everyone involved in the process that is being streamlined. Awareness of the 5s program is vital, as is participation in decisions taken regarding rearrangement of the workplace. Visual management is, therefore, a key part of 5s implementation.

Training is very important, since the full participation of working teams ensures that improvement continues as they learn to identify and reduce waste and manage their own production equipment and materials.

Step by step, the workplace is organized in the best possible way, with visual cues and procedures put in place to create and build a new high standard of working.

5s implementation is an

excellent first step towards

Lean Manufacturing, currently

a very popular philosophy

for production improvement

through focus on value in

actions and processes. A truly

‘Lean’ operation is achieved by

the systematic elimination of

anything in a process or service

that does not add value.

5s does not aim to change the

existing configuration of the

workplace; instead it focuses on

improving working conditions

and reducing waste.

2 I 5S AND LEAN MANUFACTURING

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4 I THE 5S STEPS

4.1 SORT

4.1.1 PROCEDURE

The first step of the 5s process, Sort, aims to tidy up work areas so that only items that are required and used in the area remain. Anything that is not routinely used within that area is removed and the goal is to have a clear, clutter-free workplace with room to work and all the essential tools and equipment at hand.

Best carried out by the occupant, the Sort task involves going through everything in the area and evaluating whether it will remain or be repositioned. This includes all furniture, materials, tools and papers. The Sort procedure questions the purpose of each item, its necessity and frequency of use. Only items that are regularly used within the work space need remain.

Items that have been determined unnecessary are labeled with a Red tag and placed in a designated area for assessment, or claiming by somebody for use in another work area. This provides the opportunity of finding an item if it was lost or misplaced, or reallocating one that is useful elsewhere. If a Red tagged item remains unclaimed, a decision is then taken to move, store, discard, recycle or relocate it, clearing it from the holding area. The final decision is noted on the Red tag.

This method provides an efficient way of sorting between several work areas and can be used on an ongoing basis to prevent build up of unwanted items.

4.1.2 IMPLEMENTATION

A Red tag used in the 5s Sort step needs to be printed with a checklist so that, once marked, the action to be taken is quickly identified. The tag should also allow for a brief item description and a note of the location where it was found. There will also be space for the person who first applied the Red tag to record their name and the date. These Red tags enable anyone to see at a glance where the item has come from, the stage of Sorting and where it should be placed, if that has been decided and marked on the tag.

4.1.3 EXPECTED OUTCOME

Regular Sorting, labeling and review of Red tagged items will allow for elimination of waste and promote maintenance of tidy work areas. This frees up floor area and helps create a safer working environment.

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4.2 SET IN ORDER

4.2.1 PROCEDURE

Ordering a work space involves ensuring everything required to do a job is readily at hand. This means that storage of parts, tools and equipment is convenient and, most importantly, that everything is in its designated place.

After the first Sort step, only items which are required remain in the work area. These should then be organized and placed according to usage, with the most frequently used items closest to hand. One by one, placement of the rest of the items and equipment is decided. Grouping may be used, considering order of use, left or right hand access, size and any other ergonomic factors.

Working through the logical sequence of tasks, the best storage type and positioning is decided for good operational flow. Excess handling or motion is eliminated, time wasting reduced and the prime operation streamlined and made easier.

Storage bins, cabinets, shelves, racks and drawers should be positioned in a way that keeps frequently required items close by, yet still allowing for easy re-stocking or changing. Consideration is taken of where the item or component comes from, its route to the destination and how it is transported, to allow space and ease of access.


Once work station layout has been finalized, everything should be marked with the item names and numbers, positions defined, and any other relevant information recorded on signs or labels.

A system of color coding can be used when ordering, whether it is the suggested 5s color system or a specific company protocol. The suggested use of colors for the 5s system is outlined later in this book.

When ordering tools and items in the Set in Order step, a variety of visual aids can be employed. Labels are used to great effect, indicating what is to be stored in bins and areas so that they are used for the proper purpose and re-stocked correctly when empty.

Marking tape can be used to highlight and outline positioning, whether on the floor, work surface or wall. Painting indicates areas that have been designated and color coded for a specific purpose.

Where more information is required, a custom printed sign may need to be made if there is no standard sign available for that function.


When carried out correctly, the Set in Order step allows any person who attends the work station to see immediately where all components, tools and items are located in order to perform the necessary tasks.

After completion of the step, operations become much faster and more productive. Workplaces are easier to clean and maintain and are safer and more comfortable to work in. Tidying and setting up for subsequent sessions becomes much faster, reducing wasted time.

It also means that missing or broken equipment is spotted more easily in an audit, avoiding stock outs and downtime.

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4.3 SHINE

4.3.1 PROCEDURE

The Shine stage is important because it helps establish and reinforce systems that have been set up, through maintenance of a tidy, organized workspace.

Cleaning of the work area involves regular functions such as tidying, sweeping, wiping and mopping surfaces and floors. It also promotes inspection and preventive maintenance of the equipment that is used in the area, ensuring everything is fully functional for the next operation.

Though it may not sound like the most important step of the 5s process, the Shine stage has a very positive impact on staff and operators once everyone takes responsibility for their own workspace.

Initially, demonstrations of expected levels of cleaning may be required to ensure standards are uniform throughout the operation. Cleaning equipment that is fit for purpose should be

supplied and easily accessible for daily use. Further

training may be needed for any additional

procedures required for cleaning of sensitive or specialized equipment, with notification of the relevant safety

procedures.


Color coding of storage locations, tools and equipment makes the Shine operation quick and easy. Operators can see at a glance that everything is in its place, clean and ready for use. The visual audit procedure becomes fast and efficient.

Proper identification of cleaning materials in their marked storage area leads to ease of identification and safe chemical usage.


Correct cleaning and maintenance of work areas, ensuring tools and equipment are ready for use, leads to reduced stoppages and downtime due to lost or damaged equipment.

Leaks, vibration, spills or other signs of potential hazards or machine failure will be spotted more quickly in a clean work area, catching problems before they occur and preventing breakdowns.

A clean, pleasant work environment instills a sense of pride and ownership in a user who takes responsibility for maintaining his or her workspace and equipment.

When this stage becomes habit, the workplace becomes a safer, more pleasant work environment. Combined with improved morale and increased alertness to potential production problems, the Shine step often leads to a direct improvement in productivity.

4.4 STANDARDIZE

4.4.1 PROCEDURE

Having implemented the first three stages, the fourth step, Standardize, aims to reinforce the 5s methodology in order to maintain the newly set methods and results.

Once best practice has been established, these new systems and procedures need to be documented into operating instructions. This will fix routines and standards that will become habits, to be carried forward to future operations and employees.

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When responsibilities and expectations are made clear, workplaces remain clean and organized, promoting a corporate culture of high standards, uniformity and fairness.

Employee participation is vital when systemizing the new procedures, in order to promote commitment and interest. It also capitalizes on the knowledge and experience of the operators and specialists, who are most familiar with the details of their own daily work tasks.


Charts and checklists are great tools for the Standardize stage. They extend the color coding used in establishing areas and procedures, reminding users about each important process step. These documents can also become performance records when marked or signed and dated upon completion of the tasks.

Labels and posters can provide instant visual prompts and reminders without the need for written words. Pipe and process markers ensure that anyone new to standard procedures is immediately informed of information pertinent to that area.

Floor marking tape maintains the demarcation of areas for specific purposes, or shows limitations. Together with paint, it achieves maximum impact for the new 5s system.


Standardizing new practices is an essential part of the 5s process, making sure that new habits stick and conditions don’t slip back to previous ways of operating.

4.5 SUSTAIN

4.5.1 PROCEDURE

Once new practices have been established, implemented and systemized, it is vitally important to maintain the changes and retain the benefits of improved operation.

The Sustain step demonstrates ongoing commitment to the 5s process and builds teamwork that leads the improved corporate culture into the future.

Movement for change is ongoing, with an atmosphere of positivity and acceptance regarding new ideas for further improvement and continuous reduction of waste.

New entrants will immediately step up to the high standards of operation and willingly provide their personal commitment to company policies.

The company will become recognized as a fair, safe workplace and its results will reflect this, both in improved profits and in reduced staff turnover.


Constant visual reminders ensure that the company is immediately recognizable as a Lean 5s operation. Labels, tape, posters, charts and checklists are on constant display to represent the improved operating procedures, prompting compliance at all times.

All labeling materials and their markings need to be suitable for the environment in which they are used. They also need to be highly durable, so that they will remain legible and useful for years to come.


Taking the 5s steps forward is not an easy process; maintaining the momentum of implementation and striving for constant improvement.

Good labeling and documentation of systemized processes ensure that 5s operation is sustained long into the future.

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It can be seen that working

through the 5s Steps involves

continual assessment of the

current situation, removal of

waste and optimization of

operations.

This is a very visual

process and, since it is also

collaborative, the optimal way

to inform everyone involved

is to implement a system of

signage that can be instantly

seen and assessed.

5 I VISUAL MANAGEMENT IN 5S

Labels are a key component of 5s, especially in the first Sort phase when excess clutter is marked with a Red tag when assessed. Used extensively, labels communicate change under the 5s process.

Once an area has been decluttered and a new standard of cleanliness established and maintained, signs and labels are needed to ensure everything is kept in its correct place, procedures followed and the area remains organized. This can take the form of labeled tool storage areas, marked component bins, drawers and shelves, or even labeling of tools themselves.

A good example of visual 5s tool storage facilitation is a ‘shadow board’ where the outline of the tools are displayed at their storage locations for easy replacement after use. In drawers, a foam liner with cut-outs of the tool’s shapes is used in a similar way. Anything that is not in its correct position can be instantly spotted.

Color is used extensively in 5s to reinforce the function of equipment or areas. Floor areas are demarcated with colored tape, stations and tools coded according to their associated process and safety equipment clearly marked for speed of deployment.

In this way, the 5s work area becomes a very visual workplace. Consequently, audits can be performed very quickly to identify whether anything is missing or out of place.

The ideal 5s implementation allows somebody unfamiliar with a work station to clearly see the processes performed at that station solely by means of the visual cues in the area.

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With the importance of visual

communication management

in 5s Lean manufacturing,

especially at the time of

implementation, it is vital

to select flexible equipment

to perform the necessary

functions for 5s marking.

6 I CHOOSING A 5S LABELING SYSTEM

An industrial labeling machine is essential; to instantly produce professional, durable signs and labels, in the required range of sizes and materials used for the 5s Lean process. Every labeling machine has an upper limit to the size of sign or label it can produce, so this is often an important selection consideration when deciding which industrial machine to purchase.

Stock of a wide range of colored signage material will be needed, some of which is partly pre-printed. Labels need to be flexible and durable, able to withstand harsh environments. Specialized label materials may be necessary for certain production conditions, for example UV stability for outdoor use. On all signs, printing must be clear, legible and enduring.

5s Lean implementation often requires the use of images or pictures for speed of identification, or schematics to represent procedures or processes. Ensure your choice of industrial labeler has access to a library of OHS and ANSI standard signs and conventions, to ensure quick and easy compliance.

Finally, your choice of industrial labeling equipment must be quick to set up and use, compact, reliable and easy to clean. Most of all it needs to print to your exact requirements to ensure your 5s Lean Manufacturing implementation is successful and fully compliant.

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The following list outlines

suggested color usage when

implementing a 5s system.

Colors apply for the equipment

used as well as floor or wall

marking for specific areas of

purpose.

The final decision on color

coding rests with the

implementation team and

may divert from this standard,

however, all the usual

components encountered in the

5s steps are represented here:

7 I 5S COLOR CODING

Blue for Inventory and Equipment

This includes machines, tools, inventory, inspection points, etc.

Green for Safety

For safety equipment and information, emergency exits, the First Aid area, recycling and OSHA safety items.

Red for Fire

Firefighting equipment, hose points, sprinklers, etc. are all clearly marked in red, in a red area.

Note: Red is also used in Step 1 of the 5s system where items are tagged with a Red label during Sorting.

White for Process management equipment

All cleaning equipment, repair tools, process manuals, etc. are marked white.

Yellow or Orange for Standards

Yellow marking is used for OHSA compliance standards, Warning signs, Caution signs, designated walkways, equipment guards, operating standards information, hand and guard rails, etc.

Gray for Storage

This includes warehouse areas, racks, shelves, skips, storage bins, etc

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As a ‘Lean’ method, 5s

promotes improved operating

conditions. The systematic

approach to cleaning

workplaces and adopting

standardized procedures

reduces the potential

for accidents.

Originally only used in

manufacturing, the success

of the 5s methodology has

led to its expansion into other

industries. Benefits have been

achieved in the government,

health and education sectors

from the application of

the 5s steps in their work

environments.

This has led to the suggestion that a sixth step may be added to the Lean 5s system: Safety.

Better visual management standards mean a more organized, informed workplace. Regular checking and maintenance of equipment is encouraged, by operators taking increased responsibility for their own safety and productivity. Improved ergonomics reduce workplace strains and injuries.

Going beyond being merely a ‘housekeeping’ system, 5s encourages a positive, respectful work environment. Discipline is required to maintain this and the adoption of continuously high standards has a very beneficial effect on the operation’s safety record.

Lean 5s methodology has even been applied to knowledge-based operations such as software, media and information management. Clean, tidy operating areas and practices with improved visual management mean less ambiguity or distraction. Consequently, productivity is higher, impacting on the safety and effectiveness of the overall operation.

8 I THE 6TH STEP – SAFETY

9 I EXPANSION OF 5S

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10 I SUMMARY

From procedural labels to inventory marking signs and safety notices, the wide range of colors and sizes needed demands a reliable, versatile industrial labeler.

The Quick Comply Pro 4” efficiently prints signs and labels of any length, in widths up to 4 inches.

Simply connect to your pc and the compact, fully self-contained printer and cutter can generate all the custom signage you require to improve your 5s Lean manufacturing operation.

High resolution printing, at 300dpi, ensures photo quality definition and persistence of your printed message. Self adhesive signage material, available for the Quick Comply Pro 4” in the full range of 5s Lean colors, is waterproof and abrasion resistant.

Quick and easy to load and clean, the RoHS compliant Quick Comply Pro 4” ensures no unsafe substances are used to create durable labels that can withstand harsh industrial environments.

For more impact, the Quick Comply 9” will meet all your larger signage needs.

Essential for 5s Lean implementation, order your Quick Comply Pro 4” or Quick Comply 9” Industrial Labeler NOW!

In 5s Lean manufacturing

implementation, visual

communication is vital at

each stage of the five Step

process and beyond, into

future operations.

5S LEAN MANUFACTURING GUIDE

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