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On Friday's post I went over Lean initiatives from a high level, and how the elements of 5S are an integral part of a lean initiative. Lockers and racking cluttering the workplace making it hard to move around or to see each other and communicate. Another element of the standard approach is 'red tagging' where items are given a tag which says what the item is, which location it is in, and when it was identified in this location.
Setting is the series of steps by which the optimum organization identified in the first pillar, sort, and are put into place. In some cases, of course, we are talking about what a fitter will have on his bench, or in racks alongside the bench. We would not want a precision product to be adjusted by a spanner that is covered in grease which may get into some pneumatic or hydraulic fittings. The task is to establish the maintenance of a clean environment as an ongoing, continuous program. All operators must make sure that the equipment needed to clean is always available, always ready for use. Standardization can be the thought of as the means by which we maintain the first three 5S concepts.
Continue to red tag the areas, involving people from other departments of the business for a check and balance system. A checklist can be implemented whereby the external visitors can mark the area on a number of key criteria defined at the outset of the program. We have to make people want to keep applying good practice in shop organization and housekeeping. Ultimately, it is the people on the “shop” floor and in the office to maintain it with proper discipline. Just steumbled upon yr blog on 5S and appreciate that the way you have written and presented excited me to read on, simply because it flows smoothly, easy to understand and most importantly not BORING!!! Slideshare uses cookies to improve functionality and performance, and to provide you with relevant advertising.


Lean thinking and methodologies are an important part of creating efficiency, increasing collaboration, and ultimately increasing customer satisfaction, all in an effort to increase your company's bottom line. The time spent searching is a waste and if we only held the items needed regularly in a prominent position we would save time.
The standard translation is orderliness, set in order, straighten and standardization. The sorting out process is essentially a continuation of that described in the Set phase.
In other cases we may be considering where we should locate a piece of equipment, for example, we may relocate a coin press to enable items to be completed in one work area rather than requiring a significant movement down the shop. We then look at how we can restructure the work content so that certain operations can be carried out within the cycle of others: for example we may carry out a trimming operation on a steel component while the press which produced it is busy creating the next one. This includes standard manufacturing methodologies, standard equipment and tooling, component rationalization, drawing standardization, consistency in the documentation which accompanies work, design for manufacture (or concurrent engineering) and standardization in the clerical processes which deliver work to the shop floor and track its progress. The standard ways of doing things should include error-proofing all areas in the workplace. We would not wish to compromise a PCB assembly by metallic dust picked up from an unclean work surface. Cleaning critical components of a piece of equipment is already one element of the activities carried out under the PM banner.
There is a danger in any improvement activity that once the focus is removed and another top priority arises, things go back to the way they were before (the informal system). In this sense, discipline is perhaps an unfortunate term as it implies people forced to do something, with consequent penalties if they do not.
If we want people to spend five minutes every four hours removing debris from the floor around their machine we have to make sure that we allow them this time. We need to identify what is to be done, by whom, and ensure that schedules are updated and clearly visible. This step is all about putting things to its assigned place so that it can be accessed easily and quickly.
The answer is that keeping inventory and WIP to a minimum is simply a good practice using common sense.


People tend to be blind to failings in their own work place and a fresh pair of eyes are useful. We go back some time later and can readily identify things that haven't moved, or been used.
Other issues are health and safety (perhaps slipping in a puddle of oil, shavings blowing into people's eyes) and machine tools damaged by coolant contaminated by grease and dust. Whether the reward is a senior manager walking past and saying "that's very good, well done" or some form of award (financial gain, prize or formal presentation of a certificate) depends on the organization.
We cannot give this as an instruction yet at the same time push for more time spent achieving productivity targets. There are many tools to aid you in this, but if not adopted from leadership down, lean is not as effective. We do not wish to allocate 5 minutes for a bed to be swept on a piece of grinding equipment if the operator is going to spend 4 minutes finding his brush.
Review all areas monthly or quarterly to insure %S is being properly maintained and discipline is still in place. As a first pass we should perhaps create a quarantine area before throwing items away, selling them or reworking them into something else. If you are asking now, "What is 5S?" no worries, read the below, and you will be prepared to read the rest of my LEAN series over the next couple of weeks! Other items may be deemed necessary, but used infrequently and so an alternative location can be found.
As always, feel free to email me or connect with me on LinkedIn so we may discuss further or I can consult you on how to make your facility more lean. If the operator needs a particular tool only once or twice a month then a short walk is not a problem, especially if the space saved on the workbench helps to make the workplace more productive, or helps address quality issues.



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