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Presented By
Syed Salman Masood

Presented By Hasan Haider

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Agenda for Super 5 S (Kaizen)

Part 1-Kaizen Vs. Innovation

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Part 2-Understanding Super 5 S

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Part 3- Step by step Implementation

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Part 4-Auditing Guideline for Super 5 S

Part 5- Collection of photographs
illustrating Super 5 S Applications

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TQM Framework
VISION

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Be the best electronics

manufacturing solutions
provider for our global partners

ELEMENTS
OF
EXCELLENCE

QUALITY POLICY

BUSINESS/ORGANIZATIONAL RESULTS
LEADERSHIP

CUSTOMER
AND MARKET
FOCUS

FOUNDATION

Grow our stakeholder value through

customer focusAnd world-class products and services

WE ARE COMMITTED TO TOTAL QUALITY MANAGEMENT AT IMI.

WE DEDICATE OURSELVES TO A THOROUGH UNDERSTANDING OF OUR CUSTOMERS EXPECTATIONS,
AND TO PROVIDE ELECTRONICS MANUFACTURING SERVICES THAT EXCEED THOSE EXPECTATIONS.
WE PRACTICE CONTINUOUS IMPROVEMENT IN ALL ASPECTS OF OUR PERFORMANCE.

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ULTIMATE
GOAL

MISSION

STRATEGIC
PLANNING

HUMAN
RESOURCE
DEVELOPMENT
AND
INVOLVEMENT

INFORMATION
AND
ANALYSIS

PROCESS
MANAGEMENT

Quality and Environmental Management Systems

5S System / Small Group Activities (SGA

(SGAs) / Six Sigma Methodology

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-Implements Improvement
-Provides Guidance &
Technical Assistance

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Quality Organizational
Structure
Advisory
-Provides Motivation
Council
And Resources

TQM

Group
Quality
Management
Committee

Quality
Circles

-Planning
-Promoting
-Establishing Roles
And Infrastructure
-Review Performance

Facilitators

Cross Functional
Teams

-Coordinate Training
Courses
-Guide And Harness
Skills/Ideas
-Solicit Support
-Emphasize Team
Accountability
-Record And Monitor
Team Performance

Six
Sigma
Teams

-Participate and Get Involved

-Accomplish Assigned Tasked
-Promote Good Work Relationships
-Develop Right Attitude Towards Work

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5S Promotion
5S Implementation
5S Evaluation

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Quality and Productivity

Core Programs
FOCUS :

CONTINUOUS
IMPROVEMENT

CrossCross-Functional
Teams
Six Sigma
Teams

Work Improvement
Suggestions From
Employees (W.I.S.E.)

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Pyramid For Success

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Identifies

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and ship your product

without wasting resources...

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a
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5S
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how you build

To increase your profit margin.

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A campaign dedicated to
organizing your Environment,
keeping it clean, orderly, standardized,
and disciplinedthe foundation for a WORLD
CLASS operation.

SIMPLIFYING

STANDARDIZING

5S's

SWEEPING

SORTING

SELF-DISCIPLINE

5S IS THE FOUNDATION FOR

IMPROVEMENT!

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SUPER 5S KAIZEN

What is 5S ?

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Sei-ri (Sort/Organization)
Sei-ton (Systemize/Neatness)
Sei-so (Sweep/Cleaning)
Sei-ke-tsu (Standardization)
Shi-tsu-ke (Self-discipline)

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1.
2.
3.
4.
5.

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5S stands for 5 initials of the

following Japanese words:

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International 5S

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5 Steps for improvement

KAIZEN

Seiri
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Sei-ri

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Seiri = Sort
Dictionary definition:

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To put things in order (or organize them)

according to a specific rule or principle.

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Industrial definition:

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To distinguish between necessary things

and unnecessary things, and getting rid
of what you do not need.

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Why is my desk getting messy?

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Solution

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Red tag movement

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Red tag movement

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At the beginning of each month,

put a red tag on every item.

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During the month, remove the red

tag when item is used.
At the end of the month, decide
whether the item with the tag is
necessary or not.
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Key Words:
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1. Classification management
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(Necessary & unnecessary things)

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2. Red tag movement

For unnecessary things, find
their true causes.

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Typical Seiri Activities

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1. Eliminate defects and breakage

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2. Organize the warehouse

Before

After

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Posters of Seiri

Malaysia, AOTS

Oman

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Sei-ri
Sei-ton

Seiri Seiton

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Seiton = Simplify
Dictionary definition:

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Establishing a neat layout so that you can

always get just as much of what you need
when you need it.
Industrial definition:

It is a way of eliminating
search.
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1. Design an efficient layout.

(Functional storage)

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2. Eliminate search
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(Less search)

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3. Organizes material according to

how frequently it is used.
Everything should have a name.

(A place for everything and everything in its place)

Reserved seats

Consider:

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Seiton = Simplify

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Visual aids are encouraged in

order to aid understanding and
minimize complexity.

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Labeling locations where

necessary items are kept when
not in use, especially movable
items.
Labeling drawers and notebooks
to identify their contents.

Graphics Support: J. DEttore

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Typical Seiton Activities

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1. Stripes on files
2. First in, first out
3. Easy to read notices

Before

After

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Posters of Seiton

Malaysia, AOTS

Oman

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Sei-ri
Sei-ton
Sei-so

Seiri Seiton Seiso

3

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Seiso = Cleaning
Definition:

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Eliminating trash, filth, and

foreign matters for a cleaner
workplace. Cleaning as a form
of inspection.

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Key Words:

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Keep things clean

+ Inspection

(Caring attitude)

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Cleanliness is a big business

today.

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Sanitation engineers
Laundry
Dry cleaner
Janitor
Garbage collector
Pollution control operator
Clean-room designer
One-third (1/3) or one-fourth (1/4) of
the total investment amount is used
for cleanliness.
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1. Quick 5S drill
2. Sparkling clean campaign
3. Everybody is a janitor

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Broom
Dust pan
Mop
Marugoto 5S Tenkai Daijiten, Nikkan-kogyo Shinbun, 1992

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Sei-ke-tsu

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Sei-ri
Sei-ton
Sei-so
Sei-ke-tsu

Seiri Seiton Seiso Seiketsu

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Seiketsu = Standardization
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Definition:

SEIRI

SEITON

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Keeping things organized, neat,

and clean, even in personal and
environment aspects.
SEISO

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Key Words:

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1. Define an ideal state

(5S standardization)

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2. Standardize the solution

Documentation (ISO 9000)

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Public Standard

Trade promotion
Intl cooperation

International Standard
National economy and
public welfare

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(Regional Standard)

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National Standard

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Industry Sector Standard

- Profit
- Effectiveness & Efficiency

Company Standard
TQM

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1. Make quality manual

2. Directional markings
3. Color-coded pipes

Before

After
T. Sugiyama The 5S Approach to Improvement PHP, 1995

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Sei-ri
Sei-ton
Sei-so
Sei-ke-tsu
Shi-tsu-ke
Seiton Seiso Seiketsu Shitsuke

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Shi-tsu-ke
Seiri

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Shitsuke = Self-discipline
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Definition:

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Doing the right things as a matter

of course.

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Morning exercise

The Japan HR Association

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Key Words:

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1. Habit formation
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(Make it a habit)
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2. Create a disciplined workplace

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Typical Shitsuke Activities

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1. Wear your safety shoes

2. Exercise time
3. No smoking at workplace

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5S in
Colombo

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Posters of 5S

Nepal

Thailand

SEIRI

SEISO

SORT

SWEEP

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SHITSUKE

TAKE OUT UNNECESSARY

SELF-DISCIPLINE

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SEITON

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ITEMS AND DISPOSE

CLEAN YOUR WORKPLACE

SYSTEMATIZE

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SANITIZE
DO THINGS SPONTANEOUSLY
WITHOUT BEING TOLD
OR ORDERED

ARRANGE NECESSARY ITEMS

IN GOOD ORDER

The Practice of

MAINTAIN HIGH STANDARD

OF HOUSEKEEPING

5S

Good Housekeeping

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Need of 5 S in Office
eliminate inefficiencies

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prevent mistakes

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smooth working

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Office 5 S Activities
reduce number of ledgers, forms, tools, etc.

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apply 30 seconds policy

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shift from individual based to group based work

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organize and implement continuous improvement by

making plans
study and improve office tools
keep clean and orderly office

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The One-is-Best Campaign

for the Office
One-set of stationary tools

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One-location files

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One-copy filing

One-page memos

One-hour meetings

One-minute telephone calls

One-day processing

5S Levels of Excellence
Everyone is continually
seeking the elimination of
waste with changes
documented and
information shared.

There is a general appearance

of a confident understanding
of, and adherence to, the 5S
principles.

A dependable,
documented
method has been
established to keep
the work area free
of unnecessary
items.
Unnecessary items
have been
removed from the
workplace.

A dependable,
documented method has
been established to
recognize in a visual
sweep if items are out of
place or exceed quantity
limits.
Designated locations are
marked to make
organization more
visible.

5S agreements are
understood and
practiced continually.

Substantial process
documentation is available
and followed.

Follow-through with 5S
agreements and safety
practices is evident.

Working environment
changes are being
documented. Visual control
agreements for labeling and
quantity levels established.

5S agreements and safety

practices have been
developed and are utilized.

Necessary and
unnecessary items
are separated.

A designated location
has been established for
items.

Work/break areas
and machinery are
cleaned on a daily
basis. Visual controls
have been
established and
marked.
Work/breaks areas
are cleaned on a
regular scheduled
basis. Key Items to
check have been
identified.

Methods are being

improved but changes
haven' been documented.

A recognizable effort has been

made to improve the condition
of the workplace.

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LEVEL
2
Focus on
Basics

Needed and not

needed items are
mixed throughout
the work place.

Items are randomly

located throughout the
work place.

Work place areas are

dirty, disorganized
and key items not
marked or identified.

Work place methods are

not consistently followed
and are undocumented.

Work place checks are

randomly performed and there
is no visual measurement of 5S
performance.

LEVEL
1
Just
Beginning

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Area employees
have devised a
dependable,
documented method
of preventive cleaning
and maintenance.

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LEVEL
3
Make it visual

SIMPLIFYING

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LEVEL
4
Focus on
Consistency

SELF-DISCIPLINE

A dependable,
documented method has
been developed to
provide continual
evaluation, and a
process is in place to
implement improvements.

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SORTING
LEVEL
5
Focus on
Prevention

STANDARDIZING

Employees are
continually seeking
improvement
opportunities.

SWEEPING

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A Six Super 5S Two year Master

Implementation Plan

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Step 1: Preparations

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Step 2: The CEOs Official Announcement

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Step 3: Big cleaning by all Colleagues

Step 4: Initial Seiri
Step 5: Daily Seiri, Seiton and Seiso
Step 6: Periodic 5S Audits

Master Plan
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Step: 1 Preparation

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The CEO should understand the philosophy

and benefits of Super 5S.

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The CEOs Visit to Super 5S model

Companies

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The CEOs commitment to Super 5S

implementation.
Appoint Super 5S facilitators.
Train Super 5S Facilitators and
practitioners.

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Step: 2 Official Announcement

by the CEO

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The CEO officially announces the

implementation of super 5S program for two
years.

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The CEO explains the objectives of Super

5S program to all colleagues.
Publicize the super 5S organization chart
and layout diagram showing areas divided
by borders for the assignment of
responsibilities to small groups of people.

Master Plan
(Continued)

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Step: 2 Official
Announcement by the CEO

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Work out various promotional tools

including banners posters, pamphlets and
newsletters.
Organize off and on the job training
programs on the basics of Super 5S to all
colleagues.

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Establishing a
Super 5S Target Vision

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It desirable that the Super 5S working committee

establish a new Super 5S target Vision every year and
make it known to all employees

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Super Seiri Target: Produce effectively serviceable space by

disposing of unnecessary items on dates that include the
number 5 every month
Super Seiton target: Make search times for items less than thirty
seconds (maximum) by indicating the location of every item.
Super Seiso target: Keep the area and equipment one is
responsible for maintaining in optimum operation conduction by
cleaning till they shine (Cleaning is inspection)
Super Seiketsu target: Create a safe agreeable and beautiful
working environment by repeating Super 3S

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Master Plan
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Step: 3 Big Cleaning by all

Colleagues

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Organize A Big Cleaning Day immediately

after the 5S implementation announcement
by the CEO

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Divide the company premises into small

areas and assign small groups of people to
be responsible for each area.
Provide enough cleaning tools and
materials.

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Step: 3 Big Cleaning by all

Colleagues
(continued)

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Implement a company wide full days big

cleaning by all colleagues.

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This big cleaning also includes seiri of

wastes and items identified as being
unnecessary.
A Big Cleaning Day should be organized
twice a year with set frequency.

Master Plan
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Step: 4 Initial Seri

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Establish Disposal standards for

unnecessary items.

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Initial Seiri is an activity practiced by

everyone to get rid of all unnecessary items
after a big cleaning day.
Every one concentrates to identify and
stratify unnecessary items for elimination.

Master Plan
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Step: 4 Initial Seri

(continued)

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Unnecessary items that cost a lot should be

evaluated so as to avoid future purchase of
unneeded items.

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A company-wide full day of concentrated

Seiri activity should be organized twice a
year on a continuing basis.

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Seiri = Sort
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Separate the necessary from the unnecessary.

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Each participant determines what is necessary for

his/her own work area.
The group decides what is necessary for areas
owned by the group.

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Helpful Hints:

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Unnecessary
Unsafe
Defective
Obsolete (outdated)
Unused
Extra (duplicate)

Necessary
Used for daily work
Used periodically
Used by someone
in group

Tag unnecessary items and take to the holding area for

auction and disposition.

Graphics Support: J. DEttore

Seiri = Sort
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Auction and Disposition

The group reviews all items in the holding area,
properly disposes of all unclaimed items.

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Each item in the holding area is reviewed.

Anyone claiming an item in the auction
must accept responsibility for that item.
Follow established methods for disposition
of items unclaimed after auction.
For example:

Paper recycling
Office supplies
Surplus
Trash

Graphics Support: J. DEttore

Use Common Sense

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On any proposed change to the work place, always

ask these questions:

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1. Will this help improve the quality of my work?

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2. Will this help reduce the cost of the products I work on?

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3. Will this change help improve cycle time or delivery to my

customer?
4. Will this make my area a safer place to work?
5. Will this change help make my job more satisfying or improve
morale in the work place?
If you cannot answer yes to one or more of these questions,

Don't Do It!

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Why Do Unnecessary Items Accumulate?

Change in sales production plan

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The excessive ordering

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The incorrect ordering

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The lack of quality control

The lack of quantity control
Improper storage locations and or poor
storage methods.
A poor receiving and issuing system

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Why Do Unnecessary Items

Accumulate?(Continued)
Duplicated ordering or delivering

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Aged or obsolete machines and

equipment

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Damage by improper handling

The duplicated production and storage
of paper work
Others.

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Master Plan
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Step: 5 Daily Seiri Seiton and Seiso

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Seiri: Throw away things that are not needed and

not being used. Use space more economically
(space is money).

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Seiton: Improve locations and methods of storing

things so that searching and retrieval time is
minimized (time is money).
Seiso: continue daily cleaning schedule for the
creation of a healthy and comfortable workplace.
Motivate colleagues to come up with creative
improvements for the workplace.

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Seven Seiton Principles

Follow the first in first out (FIFO) method for
storing items.

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Assign each item a dedicated location.

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All items and their locations should be

indicated by systematic labeling.

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Place items so that they are visible to minimize

search time.
Place items so they can be reached or handled
easily.
Separate exclusive tools from common ones.
Place frequently used tools near the user.

Criteria for Seiton = Simplifying

One Step Rule:

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Ideally nothing stored more than a step away.

This step is to improve efficiency by eliminating lost time.

45 Degree Rule:

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Immediate work area layout that minimizes twisting

especially applicable for benchwork. Remember that if
something weighs more than a few pounds, make sure it is
beyond immediate reach so the lifter must reposition the
body for lifting.

Strike Zone Rule:

Store things above the knees and below the chest. This not
only reduces back strain but cuts the risk because of
differences in height in half.

Higher the Pounds --- Closer to Knuckles:

Locate heavy items to eliminate bending, stooping or
unnecessary arm movements during lifting.

Visual Control Examples

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For Seiton / Simplifying

Type
Identification Markers

Examples

Signboards, name labels, photos, or shapes of items.

Tape strips, color coding, numbering.

Quantity Markers

Signs indicating number (min/max), standard containers, number of spaces for items
indicators of normal operating values.

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Location Markers

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Tags

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Standard Methods

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Andon

Kanban

Performance Display
Defect Display
Personnel Board

Charts of standard cycle time and work sequence, standard procedures, flowcharts,
photos of operation.
Excess (red tag), broken items, tooling needing sharpening or repair, defectives.
Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention
or help.
Card, empty container, or space signaling that production or movement is authorized.
Production schedule and quantity produced, quality, productivity cost, safety, or
improvement activities.
Tables or boards showing defective product, tooling, raw materials, or paperwork.
Availability (in/out), assignment and location of dept. personnel, cross-training
status vs. plan.

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Press Dies

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Storage of round objects

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Pallets, carts
wagons forklifts
at parking places

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Management by Sight

Labeled Opaque
Pipe

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Seiso = Sweep
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Establish visual checks to maintain processes.

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Identifying potential problems with a regular

physical and visual sweep.

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Look for:

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Unsafe conditions.
Broken or malfunctioning
equipment or fixtures.
Missing items and out of location
tools, parts, material, etc.

Graphics Support: J. DEttore

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Various cleaning Tools

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Seiketsu = Standardize

The
Process

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Develop standards and stick to them.

Use the agreed to standards from visual controls activities.

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(Simplifying common colors and labeling).

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Document your sweeping process.

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Ensure sweeping activity is consistent between shift to shift.

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Get agreement before any change is

implemented.
Document changes and share

information with others.

Remember that each standard we create
should be continuously improved.

Graphics Support: J. DEttore

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Role of Top management and employees

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Top
management

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Role and Responsibility

Middle
management

Improvement
(policy)

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Supervisor
Worker

Development
(strategy)

Keep
standards

Shitsuke = Self-Discipline

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Continuously follow through to ensure that

backsliding does not occur.

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Periodically review the previous four Ss, possibly:

Quarterly or
Semi-annually
Set a good example for others within and
outside the group.
Graphics Support: J. DEttore

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Productivity
Improvement

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5S Implementation
5S Guidelines Per Area
1. Production Area

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2. Offices
3. Conference / Training Rooms
4. Bulletin Boards

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5. Stairways and Hallways

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6. Comfort Rooms
7. Lobby / Side Entrance
8. Canteens
9. Air Handling Units / Mechanical
and Electrical Rooms
10. Perimeter Areas
11. Warehouse

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Master Plan
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Step: 6 Periodic 5S Audits

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Establish 5S evaluations and incentive plans.

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Conduct 5S audits regularly by auditors.

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Organize 5S inter-departmental competitions

to sustain activities
Periodically award groups and individuals
implementing good 5S practices in
appreciation for participation.

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Step: 6 Periodic 5S Audits

(continued)

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Organize study tours to other companies

practicing 5S so that the mutual exchange
of ideas will help to bring about
improvements.
Organize 5S inter-company competition to
prevent backsliding and for further
upgrading.

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Visual Control For

Factory

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Objective of Visual Controls:

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Visitors, Employees, Managers, or anyone, can enter a

plant and get information and status about:

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Work Flow

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Methods

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Locations
Status of Work or Process
Communications
Cooperation and Teamwork

Usage of Visual Controls

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Identify abnormal conditions immediately

Display standards and reliable methods
Prompt quick action and communication

St op
4 :0 0 p m

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Show how to do the job (standard operations)

Show how things are used
Show where things are stored
Control inventory storage levels
Show production status
Indicate when people need help
Identify hazardous areas
Mistake-proof the operation

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Visual Controls Should

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Visual Controls may include

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A process flow chartthe one really being used.

A 5S checkliststandard procedures,
responsibilities, resource literature, etc.

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Kanban system for supplies.

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Process performance chartsones that tell

workers how they really are doing.

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What A Visual Factory Is Not

Characteristics of a Visually Controlled Workplace

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Flow System

Lines are Balanced

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No Waiting for Parts

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No Overproduction

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Small Inventory
No Waste of Motion
No Production of Defects
No Wasted Transportation
No Lack of Capacity

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The Visual Factory

The Visual Factory

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The Teams Territory

1. Identification of territory
2. Identification of activities,
resources, and products
3. Identification of the team
4. Markings on the floor
5. Markings of tools and racks
6. Technical area
7. Communication area and rest
area
8. Information and instructions
9. Neatness (broom)
Visual Documentation
10.Manufacturing instructions and
technical procedures

Visual Production Control

11.Computer terminal
12.Production schedule
13.Maintenance schedule
14.Identification of inventories and
work-in-process
Visual Quality Control
15.Monitoring signals for machines
16.Statistical process control (SPC)
17.Record of problems
Displaying Indicators
18.Objectives, results, and differences
Rendering Progress Visible
19.Improvement activities
20.Company project and mission
statement

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Work Control
Object Control
Equipment, Fixtures, and Tool Control

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Process and Delivery Controls

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Categories of Visual Controls

Improvement Target Control

Visual Controls go FAR Beyond Simply
Charts and Graphs

Work Progress Control Chart

Standard Work-In-Progress

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Production Control Board

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Daily Schedule Control Board

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1. Process and Delivery Controls

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Personnel Deployment Chart

Delivery Progress List
Kanban Cards
Process Map
Abnormalities

1. Process and Delivery Controls - examples

Work Progress Control Chart

TIME

Planned

Done

Difference

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Daily Schedule Control Board;

Production Control Board

Work Progress Control Chart

Item 1
Out of
warehouse

Process 1

Process 2

Process 3

Process 4

Item 2

Item 3

Item 4

Standard
Work-InProcess

Problems

1. Process and Delivery Controls - examples

Personnel Deployment Chart
1
9

2
8

3
7

Card ID

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Kanban Cards

Drawing No.:
12-3456-4321
Revision No.: dr234

Quantity: 50

Cover Top

Container Type: Box

Supply Point:
Fin Press

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Usage Point:
Auto-Brazer

Out

Note:

Support

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Part No. : 12-3456-ct567

1 of 4
Part Name:

No. A B C 1 2 3 4 5 6 7 8 9 Absent

Process

Print Date:
3/4/97

Lot Size Number:

Production Unit
of Lot

Process Map

Delivery Progress List

Operator

Undelivered List
Part

Part No.

Delivery

ROUGH
GRIND

WASH
Set-Up
3 Days

Scheduled Date

Process
8 Hours

Wait
8 Hours

Set-Up
4 Hours

PHOS
COAT
Move
.5 Hours

Process
8 Hours

Wait
10 Hours
FIRST
KNURL

Process
1 Hour

Set-Up
4 Hours

Process
1 Hour

Wait
2 Days

Process
4 Hours

Wait
1 Hour

BALANCE
Set-Up
1 Hour

Process
2 Hours

Set-Up
4 Hours

FINISH
GRIND

FINAL
ASSEMBLY

Process
2 Hours

Move
.5 Hours

SECOND
KNURL

INDUCTION
WELD

Process
1 Hour

Process
2 Hours

Move
.5 Hours

Process
1 Hour

Move
.5 Hours

Set-Up
1 Hour

LATHE
Set-Up
2 Hours

Process
3 Hours

Wait
16 Hours

2. Quality Controls
QCPC

Defects Outbreak Call Lamp

Defects Graph

Defective Parts Storage Area

Defects Display Table

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Defect Processing Rules Display

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Defective Part Sheet

Limit Samples

Inspection Checklist

Quality Information Boards

Good Parts Display

SPC Control Chart

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2. Quality Controls - examples

Control Chart

Defects Graph
Number of
Instances

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Upper Level Control Limit

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Lower Level Control Limit

Defects Outbreak Call Lamp

Defective Parts Storage Area

Problem!!!
Problem has occurred
at Process No. 3

1 23456789
10 111213 1415161718

Defects Shelf

2. Quality Controls - examples

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Defects Display Table

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Defect Processing Rules

Display Board
Rules For Defect
Processing

1. Measures and procedures when defect is

discovered
1.1
1.2
1.3
2. Measures and procedures when defect is
discovered
1.1
1.2
1.3

Defective Part Sheet

Defect Sheet
Drawing
Causes
Measures to Prevent Recurrence

Limit Samples
Limit Samples
Limit Standard Limit

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2. Quality Controls - examples

Quality Information Boards

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Inspection Checklist and

Inspection Record

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Incoming Inspection record

1.Defects generation status

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Product Inspection Record

Inspection Checklist

0000
0000
0000
0000
0000

2.Claim information

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3. Work Controls
Machining

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Inspection

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Transporting

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Holding
Operation Method Sheets
Standard Work-In-Process

Andon

1 2 3 4 5 6

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7 8 9 10 1112
1 2 3 4 5 6

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Standard Work Combination Sheet

Part No.
Part No.

Order

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3. Work Controls - examples

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7 8 9 10 1112

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If problem occurs, stop line and

turn on problem process lamp

Skill Matrix
Skill Map Line
Work
Operator

123 456 7

XXA
XXB
XXC
XXD
Skilled

Unskilled

Not mark: Not capable of doing

Standard
Work
Combination
Sheet

Work
Name

Line:
Cycle Time:

Work Time

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Andon Communication System

Definition

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Visual and/or Audible Device Used to

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Indicate the Current Operating Condition at a

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Work Site

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Purpose

Notify Fellow Employees, Supervisors,

Stock Handlers, and Maintenance of the
Current Operating Condition of Equipment
and Operations under Their Responsibility

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Stop the Process

Andon Light Color Codes

Green

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Color

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Amber (Yellow)

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Blue

Designation
Normal Operation
Operation Down Waiting:
Engineering
Tooling Set-Up
Supervisor Assistance
Operation Needs
Materials
Material Handler
Orders
Group Leader Assistance
(Operations not stopped, but may
be if needs are not met shortly)

Red

Operation/Machine Down

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3. Work Controls - examples

Equipment Productivity

Record of Short Stops

al

Rate Table

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Equipment Productivity Rate

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Hour Hours
Operated Down

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Day

Line:_____ Cycle Time:_____

Order:
Hours
of

Hours
in

Workload

production

Productivity
Rate
(OEE)

Record of Short Stops

Line:______Machine:_____Month:______
Area where
stop took place

Record

Feed
Cutting
Motor

XXX
XXX
XXX

April 5
(date of
brief stop)

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4. Object Control
Supply Point Control
Usage Point Control

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Storage and Holding

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Machining

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Inspection

Transporting

Inventory Level
Standard WIP
Abnormalities

Goals:

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4. Object Control

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Objects Accessible

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Exact Quantity

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Good Quality
Yellow & Red Tags
Abnormalities Identification

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4. Object Control - Materials

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Some Waste Generated for Parts, WIP and Finished Goods

Out of Control...

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Searching for Objects

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Losing and Rearranging Objects

Wait for Objects
Good and Defective Objects are Mixed Together
Late Deliveries

4. Object Controls - examples

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Rejected

Unneeded Parts Shelf

Inspection
Completed (passed)

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Need Inspection

Unneeded Part Storage Location

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Incoming Inspection part Display

Part
Quantity

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Reason

Defective and Repair Parts

Storage Location

No.
Monetary
Value

1.Manufacturing parts
(1) Design Change
(2) Mistake in production plans

Category

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Raw Material
Work In Process

Carrier

Finished Goods
Machinery
Tools/Tooling

Defects
Box

Hand Repair
Box

Name_____________________________________________
Part No.___________________________________________
Quantity___________________________________________
Value_____________________________________________
Done By:__________________________________________
Signature__________________________________________

4. Object Controls - examples

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Material Storage Display

Material Storage Area
Machining
Scheduled

Machining
Scheduled
April 12

unscheduled

Work in Process Storage Area

Needs
Machining

Waiting for
next process

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April 10

Machining
Scheduled

Work in Process Storage Area Display

Display of Storage Area for

Appropriate Inventory Level Display

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Parts Waiting Assembly

Storage Area for Parts Waiting Assembly

For: 9:00 am

For: 10:00 am

For: 11:00 am

Max.

Min..

Bearing # 6005

Floor Marking Color Codes

Color

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Red

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Floors should have visual marking to indicate when specific areas are to be used
for a specific purpose. Colored tape is available in the maintenance department as
needed.
Designation
Waste accumulation or storage area:
Hazardous
Flammable
Combustible
Special

Yellow

Access Aisle (Do not block, must be clear

between stripping at all times)

Green

Material in process Kanban area

Blue

Incoming material receiving area

White

Outgoing material shipping set out area

Yellow / Black

Nonhazardous waste accumulation

Red / White

Rejected material area

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5. Equipment, Fixture and Tool Controls

Out of Control Wastes:

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Machine Breakdown

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Short Stops

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Deterioration

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Searching Around
Defective Dies or Tools Mixed with Goods
Measuring Instruments

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5. Equipment, Fixture and Tool Controls - Goals

Machine in Operation when Needed

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Maximum Performance

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Full Process Capacity

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Full Implementation of 5S

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5. Application of Equipment, Fixture and Tool Control

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Tools

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Equipment and Machinery, Dies

and Fixtures

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Measuring Instruments

5. Equipment, Fixture and Tool Controls - examples

Joo

March
1995

Yung

Yung

455

Chang

4 Cutter

567

Lee

7 Expander

ne

Critical Maintenance Equipment

Boring Machine No. 8

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Limit Switch
No. xxxx

Check Fluid
Level

123

Sunday 6

Thursday 3

Tuesday 1

Wednesday 2

Yung

Daily Inspection Checklist

Date:________

Cleaning
No.

Change air Filter

Chung

Daily Inspection Checklist

Inspection

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Maintenance / Inspection Chart

Abnormal Add Oil (grease)

sound when
operating

Joo

Scheduled Day
Day completed

Maintenance and Inspection

Location Indication

Operating oil
gage

Supervisor

722

Herping
Bender

711

5 Punch 987

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10

Auto
Brazer
Fin
Press

July
1993

Equipment
Location

Date
Purchased

al

M/C

Large
Scale
No. 2
Large
Scale
No. 1

Control
Supervisor

No.

Boring
machine

Equipment
Location

Equipment

Equipment

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NO.

Calendar

Monday 7

Critical Maintenance Equipment List

Friday 4
Saturday 5

Maintenance and Inspection

Location:___________

Location

Standard

Method

Forming
machine

Should not
be dirty

Wipe with
rag

Chute

Conveyor

Operating Check indicated

level
on
gage
Oil
Coolant
Heating
Tube

Should not leak

Check actual
Temperature

Visual
Check

Check

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5. Equipment, Fixture and Tool Controls - examples

Machine Operation Status Display

Display of Die and Fixture Storage Area

Location
Display

Tool Shells 3
A

Place
C

al

Set Up

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Broken Down

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Need materials

Not Working

ne

Being
Moved

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Need instructions

Address
Number

Set up

Operation Tool Storage Table

Part name and number displayed here

Control of Tools and Measuring

Instruments by Use
Tools for
Machining

Screwdriver

Screws

Hammer

Wrench
Tools for maintenance

Tools for
Setups

6. Improvement Target Control

Target Control

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Setting Improvement

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Measuring and Evaluating

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Improvement Results
Radar Chart

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OEE

Kaizen Newspaper
PM Activity to Plan

6. Improvement Target Control - examples

Improvement Plan Form

Improvement Activity Plan Form

tri

Target

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April May June July Ago

Goal:

Supervisor:

Description:

Sept Oct Nov.

Factory:__________

Target
April May June July Ago

Graph Showing Number of Defects and

Their
Monetary Value
Date:_____________
Monetary Value

Monetary Value

Topic:

Schedule:

Inventory Reduction Graph

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Improvement Plan Form

Date:_______________

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Machine:__________

ne

35
30
25
20
15
10
5

Sept Oct Nov.

No. of
defects

Monetary value
Number of defects

Number of defects

Minutes

6. Improvement Target Control - examples

Productivity Rate Graph

Minutes

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Line:__________

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April May June July Ago

Sept Oct Nov.

Target
April May June July Ago

Sept Oct Nov.

7
6
5
4
3
2

Manufacturing Industry

Days late

Sept Oct Nov.

Production Plan
Achievement Graph
Number of Days Late

Missing Parts Rate

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Missing parts rate

Target
April May June July Ago

Missing Parts Rate Graph

7
6
5
4
3
2
1

Machine:__________

35
30
25
20
15
10
5

tri

%
100 Goal
90
80
70
60
50

Set Up Time Reduction Graph

Plant:___________
Section:_________

Line:________________
Date:________________

Plan Line

Results Line

4 .....................................31

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Creating a Well Controlled Workplace:

Production Kanbans

al

Flow balanced lines

tri

Standard Work

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Reengineering the Layout

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Quality Standards

Operation Method Sheets

All of the Above are Included in

a Visual Control System!!!

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Visual Management Control

Delivery
Delivery

Cost
Cost

Speed
Speed

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Quality
Quality

Safety
Safety

Visual Control Examples

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For Simplifying
Type
Identification Markers

Signboards, name labels, photos, or shapes of items.

Location Markers

Tape strips, color coding, numbering.

Signs indicating number (min/max), standard containers, number of spaces for items
indicators of normal operating values.

ac
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ne

Standard Methods

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Andon

Kanban

Performance Display
Defect Display
Personnel Board

tri

al

Quantity Markers

Tags

Examples

Charts of standard cycle time and work sequence, standard procedures, flowcharts,
photos of operation.
Excess (red tag), broken items, tooling needing sharpening or repair, defectives.
Visual (lights, flags) and hearing (bells, buzzers) signals to draw immediate attention
or help.
Card, empty container, or space signaling that production or movement is authorized.
Production schedule and quantity produced, quality, productivity cost, safety, or
improvement activities.
Tables or boards showing defective product, tooling, raw materials, or paperwork.
Availability (in/out), assignment and location of dept. personnel, cross-training
status vs. plan.

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Summary

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Visual controls are a component of the 5S

process.
Visual controls allow us to tell at a glance
how we are doing.
Using visual controls helps identify
abnormal conditions, display standards and
reliable methods, and prompt action and
communication.

ne

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Twelve Focal Points Super 5S Auditors

Should Examine
1. Do the CEO and mangers support Super 5S
program?

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2. Are people proud of their workplaces?

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3. Are workplace clean and organized?

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4. Are workplaces safe for people to work in?

5. Are machines and equipment clean and well
maintained?
6. Are items easy to retrieve?
7. Are machines and tools conveniently
located?

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Twelve Focal Points Super 5S Auditors

Should Examine (continued)
8. Are inventories stored for FIFO retrieval?

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9. Are products free from dust?

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10. Do people clean daily without prompting?

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11. Are the uniforms worn by people clean and

tidy?
12. Is a good image of the enterprises reflected
in its people.

1. Objectives

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Rules for Participating in Super 5S InterDepartmental Competitions -1

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Proposed competitions are aimed at improving

the organization's total productivity through
everyones participation in the Super 5S program.

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2. Qualification for Participation

Any department which is implementing 5S on a
certain level is eligible for participation.

3. Competition Period
Each competition will be organized for a period of
6 months, two times a year on continuing basis.

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Rules for Participating in Super 5S InterDepartmental Competitions 1 (Continued)

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4. Auditing Team:

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An auditing team appointed by the Super 5S

Steering committee will visit each competing
department and evaluate its Super 5S activities at
the end of each competition period.

5. Super 5S Evaluation Forms

Evaluation forms will be used by the auditors
according to the function of the participating
departments.

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5S Evaluation

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3 Types Of Audit
Internal
Cross-Audit
Management

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5S Audit Flow

Develop
Develop 5S
5S Guidelines
Guidelines

Analyze
Analyze Root
Root Cause(s)
Cause(s)

Implement
Implement Guidelines
Guidelines

Formulate
Formulate Corrective
Corrective //
Preventive
Preventive Actions
Actions

Conduct
Conduct Audit
Audit

Implement
Implement Corrective
Corrective //
Preventive
Preventive Actions
Actions

N
Non-Conformance?

N
Effective ?

Place
Place 5S
5S Tag
Tag and
and Take
Take
Photos
(Before)
Photos (Before)

Take
Take 5S
5S Photos
Photos (After)
(After)

Issue
Issue CAR
CAR // 5S
5S Improvement
Improvement
Evidence
Evidence Form
Form

Close
Close CAR
CAR

Implement
Implement Interim
Interim
Corrective
Corrective Action
Action

Standardize
Standardize Solutions
Solutions

Sustain
Sustain 5S
5S

5S CORRECTIVE ACTION REPORT (CAR)

5S CORRECTIVE ACTION REPORT

MSP-02-023

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AUDIT DATE:
February 23, 2004

5S CAR No.:

BUS. DIV./DEPT.:

PED
AREA/SECTION:

Bldg. D. Comfort room

ISSUED TO:

Ben Cardozo
ISSUED BY:

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Rolando M. Vicente

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DATE ISSUED:
February 27, 2004

March 8, 2004

1. Description of Finding

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RESPONSE DUE DATE:

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No light bulb on flourescent holder &defective exhaust duct

2.

Interim Corrective Action (within 24 hours)

3.

Define Root Cause(s)

4.

Corrective/Preventive Action

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Immediate replacement of bulb & repair of defective exhaust duct

No defined monitoring to determine areas with

defective bulb & items to be repaired.

Schedule audit on areas to determine items/areas that

Date of
Completion

Person(s)
Responsible

ASAP

PED Technician

needs civil/ electrical work.

Prepared by:

5. Verification

Edgar Virrey
Name / Signature / Date

Track for Trend (CLOSED)

No further corrective action required (CLOSED)

Require root cause analysis (OPEN)

Approved by:

6. Standardization

Ben Cardozo
Name / Signature / Date

Verification Done by:

Date:
Form No. QPI-008
Rev. 03

5S AUDIT FINDINGS
Audit Findings

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20

10
5
0

PED/OM

EMS

SAFETY PLANNING

ASD

SECURITY/ER

ASSET

TOSHIBA

HITACHI

SYDEK

PCP

TOTAL

FINDINGS

26

17

16

77

CLOSED

25

OPEN

16

60

13

17

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Auditors can use three types of
stickers to identify the need of 5 S

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5S RED TAG NOTICE

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5S
RED TAG NOTICE
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Inspector Name: Management Team

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Description of Findings :

Exposed Electrical Cable/Dirty Area

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Date posted: Jul. 31, 2002

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Please reply by: Aug. 5, 2002

REPLY

Action Plan: ______________

_________________________
_________________________
_________________________
Completion Date:__________
Owners Name: ___________
Date: ___________________

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Why not start 5S today?

Contents