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Familiarize yourself with the business objectives and create a small presentation as to how 5S can help the company to achieve those aims and the benefits of 5S, it is important that the trainees are fully aware that what they are doing will impact the overall performance and future of the company. If there are no measures of performance in place for the area in which you are going to conduct your 5S training or if they are not suitable; define and begin to gather data for your 5S performance measures. Involve the manager and supervisor at this stage to get their buy in and help in developing and recording this data. Everyone learns in different ways so the more variety you can introduce into your 5S in-house training course the better. You should also cover the basics of lean manufacturing and the benefits of lean manufacturing; no more than 10 minutes for lean in general.
I would usually follow this up with a quick trip to the gemba (workplace) with pens and post-its to get the team to identify what they consider to be wasteful steps within their area; they should identify many wastes. Have them feed back the wastes to the team and use the post-its to organize them in a logical way. These can be used as a reference in later stages of 5S as you can attempt to eliminate or reduce them. This can be a fun introduction to 5S and will get the message over regarding what you are trying to achieve. This should then be followed by a few slides to remind all what the first step of 5S is Seiri sort; and everyone should descend onto the workplace with the clear objective of removing all clutter from the workplace and using red tags and your quarantine area. As the trainer your job is to support all members of the team, challenge what they are leaving and what they are removing.

Again have a clear time limit for each visit to the workplace and keep reviewing what people are doing and make suggestions and comparisons to the DVD etc. Also review the wastes identified earlier and see if actions undertaken have eliminated or reduced these wastes, if not try to tackle them within this stage. If at any stage the team is starting to flounder or have nothing to do it is time to bring them back into the in-house training room and review what has been done and still needs to be done. Remember your role here is really one of facilitation, you need to allow the team to come up with the ideas for improvement not you force them onto them. At the end of these three stages the team should create a list of actions to be conducted and any other recommendations or requests to continue the first three stages. These should be fed back to management to show what has been achieved and gain approval for any expenditure required; generally most improvements at this stage are not expensive, you will normally be looking at purchasing or manufacturing different racking styles and tooling holders and other minor changes. Dates and responsibilities should be assigned to all of these actions and the team should plan to implement the later stages at an agreed date; dependent on the work remaining to be done.
The team should then be split into relevant groups to begin defining standardized operations and instructions.
This should only take one or two days depending on the size and complexity of the area in question.
I same time support me any material or action plan for 2015 for me to lead 5S in the Factory Your respond is highly appreciated.

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