5S Learning

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5S Learning

Transcript of 5S Learning

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LEARN AND PRACTISE

Course Material

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– The meaningY“People take showers and baths to get clean, right? 5S is a lot like that!”

The truth is that Organisation and Orderliness are not words to just discuss. Neither are they meant to be printed on posters and banners.

Organisation and Orderliness are activities – things to be done.

DISCIPLINE

Make a habit of

maintaining established procedures

ORGANIZATION

ORDERLINESS

STANDARDIZEDCLEANUP

CLEANLINESS

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LAP-TOP : 20/01

– 5 Pillars of Visual Workplace

Y

Pillar 1. ORGANIZATION Organization means clearly distinguishing between (1) what is needed and to be kept and(2) what is unneeded and to be discarded.

Pillar 2. ORDERLINESS Orderliness means organizing the way needed things are kept so that anyone can find and use them.

Pillar 3. CLEANLINESS Cleanliness means sweeping floors and keeping things in order.

Pillar 4. STANDARDIZED CLEANUP Standardized Cleanup means that Organisation, Orderliness, and Cleanliness are being maintained.

Pillar 5. DISCIPLINE Discipline means always following specified (and

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standardized) procedures.

LAP-TOP : 20/02

Points about Caring and Succeeding

Do not rely solely on 5S tools.

5S slogans, 5S badges, and 5S checklists are tools for maintaining 5S conditions.Emphasize the 5S’s as a lifestyle that includes mental, emotional, and physical practices, similar to a martial art or spiritual discipline.

Point 1

Provide encouragement at every opportunity.

Everyone has an attitude for or against maintaining 5S conditions.Boost people’s enthusiasm for the 5S’s at every opportunity (i.e. in 5S seminars, on-the-job training sessions, report meetings).

Point 2

Make explanations easy to understand.

Discuss the 5S’s in practical – not theoretical – terms.Make 5S conditions as visible as possible

(i.e. red-tagging, signboards, photo exhibits).

Point 3

Involve everyone.

People must not only participate, they must participate in meaningful ways.Don’t waste time on lengthy feasibility studies – instead involve everyone in trial-and-error efforts.

Point 4

Be disciplined.Don’t be angry.Get upset at bad behaviour and conditions – not at people.Point 5

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– Benefits

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The major benefits through implementation of 5S:

1. Zero changeovers Bring Product Diversification

2. Zero Defects Bring Higher Quality

3. Zero Waste Brings Lower Costs

4. Zero Delays Bring Reliable Deliveries

5. Zero Injuries Promote Safety

6. Zero Breakdowns Bring Better Maintenance

7. Zero Complaints Bring Greater Confidence and Trust

A neat and clean factory or office will have higher productivity.A neat and clean factory or office will produce fewer defects.A neat and clean factory or office will meet deadlines better.

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8. Zero Red Ink Brings Corporate Growth

LAP-TOP : 20/06

TWELVE types of Resistances to

Resistance 1. “What’s the big deal about Organization and Orderliness?”Resistance 2. “You want me, the President, to be 5S chairman?”Resistance 3. “Why clean up when it will soon get dirty again?”Resistance 4. “Implementing Organization and Orderliness will not boost output."Resistance 5. “Why concern ourselves with such trivial matters?”Resistance 6. “We already implemented them.”Resistance 7. “I know my filing system’s a mess, but I know my way around it.”Resistance 8. “We did the 5S’s 20 years ago.”Resistance 9. “5S and improvement stuff is just for the factory.”Resistance 10. “We’re too busy to spend time on Organization and Orderliness.”Resistance 11. “Why should anyone tell me what to do?”Resistance 12. “We don’t need 5S’s. We’re making money, so let us do our work the way we want to.”

These types of resistances occur at every factory in the early stages of 5S implementation. If we ignore such resistance and plough ahead with 5S implementation, the result will likely be

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nothing more than superficial improvements. Instead, we must get everyone to truly understand just how necessary the 5S’s are while incorporating 5S implementation into ongoing improvement activities. This is how to lay a solid foundation for overall improvement.

LAP-TOP : 20/04

Introducing the 5S’s into the Workplace

The methods used to introduce 5S’s will differ between companies. Even within a single company, methods will differ among the various divisions (for instance, manufacturing, sales, and management).

Example 1 – Introduce the 5S’s to build a foundation for introducing

Just-In-Time (JIT) production.

Example 2 – Introduce the 5S’s to build a foundation for Total Productive Maintenance (TPM), with particular emphasis on combining cleaning activities with maintenance activities.

Example 3 – Use the 5S’s to breathe fresh air and enthusiasm into a stale Total Quality Control (TQC) program.

Example 4 – Introduce the 5S’s as a first step toward the future implementation of JIT production and/or TQC.

Example 5 – Introduce the 5S’s by emphasizing the red-tag strategy as the solution to an inventory glut.

Example 6 – Introduce the 5S’s in the manufacturing division as an experiment. If successful. Then introduce them elsewhere (e.g., the sales division).

Example 7 – Introduce the 5S’s as a way to maximize efficiency in sales warehousing and sales tasks.

Example 8 – Introduce the 5S’s to help evaluate current operations and to build a strong foundation for introducing a

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computer-based program.

LAP-TOP : 20/05

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LEARN AND PRACTISEY

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The The FirstFirst Pillar: Pillar: OrganizationOrganization

Y

Organization means removing from the workplace all items that are not needed for current production (or clerical) operations.

Making a clear distinction between the necessary and the superfluous is a key part of Organization in context of the 5S’s. – “Discard” is the key word.

LAP-TOP : 21/01

Principle:

“Only what is needed,only in the amounts needed,and only when it is needed.”

People tend to hang onto parts, thinking that they may be needed for the next order. They see an inappropriate machine and think that they will use it somehow. Meanwhile, inventory and equipment start to accumulate and get in the way of everyday production activities. This leads to a massive buildup of waste factorywide.

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--OrganizationOrganization-- Essential PointsEssential Points

With the accumulation of unneeded items, the following types of problems and waste tend to arise without our knowing it.

1. The factory becomes increasingly crowded and hard to work in as unneeded inventory accumulate and take up space.

2. Valuable factory space is increasingly taken up by unneeded items and is therefore not being used productively (in a value-adding-way).

3. People have to walk and work around obstacles posed by unneeded items, which increases non-productive motion waste.

4. When unneeded items clutter up parts and tool storage sites, more time is wasted in searching for required parts and tools.

5. Unneeded inventory and machinery cost money to maintain and eat into profits.6. Excess inventory undergoes age-related deterioration and eventually becomes

useless.7. Design changes render excess existing inventory obsolete. Or, if the existing

inventory must be used to save money, the company loses some of its flexibility and competitiveness.

8. Unneeded inventory means money wasted on extra inventory management.9. Excess stock-on-hand in the factory tends to hide other types of problems (i.e.,

poor operational strength, unbalanced processes, production of defective goods, equipment breakdowns, missing items, delayed deliveries, and show changeover).

10. Even unneeded items must be accounted for when taking inventory. This creates unnecessary work for inventory managers.

11. Unneeded items and equipment pose obstacles for redesigning the equipment layout and make it harder to improve process flow.

12. Unneeded papers and files take up valuable office space and lead to cramped, uncomfortable office environments.

13. Lockers, shelves, and cabinets built to contain unneeded items put walls between employees in the same workplace, thereby hindering communication.

14. Even when items are well labeled, mixing up needed items with unneeded ones makes more things to search through (“searching waste”).

15. Introducing superfluous information and materials at meetings slows down decision making and causes confusion among managers.

16. Keeping unneeded clerical supplies in desks raises costs.

17. Office productivity declines when desks are cluttered with unneeded items.

18. Having unneeded inventory and documentation becomes the accepted norm. This sloppiness makes it easier for defective products and confidential information to escape the company.

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LAP-TOP : 21/04

OrganizationOrganization means means ““Get Rid of It!Get Rid of It!””

Y

Organization does not mean throwing out only the items that you are sure to never need. Neither does it mean simply arranging things into neat, straight patterns.

Organization means leaving only the bare essentials: When in doubt, throw it out.

We can view Organization as sorting things we will be using from things that we will not be using. The latter category actually includes three kinds of things –

Can be used

Cannot be used

Unlikely to be used

ThingsInsufficient functionsInsufficient periodInsufficient amount

Prefer not to useSeem unnecessary

Categorizing Things Being Used and Not Used

Sufficient functions Sufficient period Sufficient amount

LAP-TOP : 21/02

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If the item in question has all of the required “function” and is available at the required “time” and in the required “amount”, then we should keep it as a “thing that can be used.” In absence of any of the above three criteria, an item may be termed either as “cannot be used” or “unlikely to be used”.

Generally “things that cannot be used” and “things unlikely to be used” should be discarded as unneeded.

Accumulation of unneeded items – Some PointersAccumulation of unneeded items – Some Pointers

The following are some pointers on how unneeded items tend to accumulate in factories and offices. Please keep these in mind when implementing Organization.

At Storage Sites for Parts and Inventory Unneeded and defective items tend to accumulate in the left and right corners

next to the warehouse entrances and exits. Look in the shadow of partitions and pillars. Look under desks and shelves and in bottom drawers of desks and filing

cabinets. Look in boxes that have not been labeled. Look under the eaves of warehouses. Look where there are large piles of miscellaneous objects. Look near the bottom of tall stacks of items.

At Storage Sites for Jigs, Tools, Cutting Bits, Dies, Inspection Gear, Etc. Look for unneeded items in miscellaneous piles, especially at the top and

bottom of piles. Look for jigs, tools, and cutting bits locked away in lockers. Look for old rags and small parts that are left scattered around. Look for age-deteriorated items, such as broken or rusted items. Look for items with no clearly designated storage place and that tend to get

put down anywhere. Look through tool boxes whose contents do not immediately appear to be

Contd…..

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clearly sorted. Look for dies that are filthy with accumulated oil or dust. Look behind rows of dies. Look for drill bits that are left loose in desk drawers.Outdoor Sites Look for piles of defective or unneeded items near exterior walls. Look for items left lying near trash disposal sites or around the boiler room. Look in detached buildings and sheds whose contents are not clearly

designated.

LAP-TOP : 21/05

Accumulation of unneeded items – Some PointersAccumulation of unneeded items – Some Pointers

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Floors, Walkways, and Work Areas Rooms or floor spaces not designated for any particular purpose tend to be

collection sites for unneeded or unusable items. Items tend to be left along walls or behind pillars. Look for items near factory entrances and exits and along walkways near

restrooms. In assembly plants, look for unneeded items left underneath conveyor belts. Look in shelves and desk drawers near worktables. Look for jigs, tools, bits, and rags hidden beneath machinery. Investigate any piece of equipment with a thick layer of dust on it. Investigate any piece of electrical equipment whose power cord is either

broken or unplugged. Look through shelves, corners, and desktops located between manufacturing

or assembly processes. Look through any pile of goods not labeled or that is labeled “defective”. Look for small pieces of parts and materials near machines or materials

storage sites. Look for empty floor space or storage space.

Walls, Signs, and Management Boards Look for outdated posters and slogan signs. Look for outdated notices and memos. Look for unused management boards and production schedule boards.

Offices Look toward the back of drawers in individual employee’s desks. Look in the center and right top drawers of desks to find unneeded writing

supplies. Look for disorganized paper piles on desktops. Also look through any

cardboard boxes kept under the desk. Look around and through lockers, shelves, and cabinets to find unneeded

papers, files, and drawings. Look for sample goods left in room corners or near desks. Look through cabinets, blackboard stands, and other areas in meeting rooms

for spare and unneeded goods. Look through cabinets and lockers located in office corners.

LAP-TOP : 21/06

Inventory Organization SystemInventory Organization System

Y Rarely used

Occasionally used

Often used

Cannot be used or

unlikely to be used

Can be used

Inventory items Use Frequency Description

Organization Method

Defective goods and dead inventory that will not be used DiscardUsed about

twice a year

Remove from

factory and

Used once

every month

or two months

Store near

process

Used about

once a week

Used every

hour or every

day

Store near

operation

Keep close at

hand at all

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Ideally factories should be able to turn out products in a way that does not require the accumulation of inventory. However, once a factory accumulates some inventory, it must be organized. Most factories use the system entitled below to organize their inventory.

LAP-TOP : 21/03

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LEARN AND PRACTISEY

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The The SecondSecond Pillar: Pillar:

Y

Orderliness should never be implemented without its partner, the 1st

‘S’ (Seiri) i.e. Organization. No matter how well you arrange items, Orderliness can have little impact if many of the items are unnecessary. Organization demands boldness and ruthlessness in discarding unneeded items.

Neither of these two S’s amounts to much alone. However, when they are combined as the “Organization/Orderliness Strategy” their true worth can be realized.

We can define Orderliness as

“arranging needed items so that they are easy to use and labeling them to make their storage sites easily understood by ‘anyone’.”

– “Anyone” is the key word.

LAP-TOP : 22/01

Organization and Orderliness should be implemented together.

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Essential PointsEssential Points

YOnce Organization has been implemented in a workplace to clear away the unnecessary items, it is time to begin implementing Orderliness for the remaining items. Each item must be arranged so that “anyone” - can see where it is kept,

- can easily pick it up, and- can return to its proper place.

In other words, Orderliness designs production or clerical activities in a way that minimizes waste. This includes “searching waste”,

“waste due to difficulty in using items”, and “waste due to difficulty in returning items”.

The following are some problems we can expect to find in factories or offices where Orderliness is not implemented thoroughly.Only the parts supply clerk understands where certain materials and parts are kept.1. Only the person who regularly performs the changeover operation knows where

to find the tools and jigs needed for that operation.2. No one knows where to find the tools and jigs needed for the next product.3. No one knows what happened to the screwdriver used in an assembly operation.4. The person sent to get a cart could not find out.5. Someone finally found the wrench underneath a machine.6. No one can find the key to the locked cabinet containing needed tools.7. No one knows where to find some needed documents.8. Someone gives up on finding a needed template after looking in vain for half an

hour.9. Some desk drawers are crammed full of pencils, markers, erasers, and other

stationery supplies.10. Br

ooms are found leaning against machines and walls.11. So

me document files are not labeled.12. Th

ings are left protruding into walkways, causing someone to trip and get injured.13. So

meone gets hurt when standing in front of a door that is hastily opened from the other side.

14. The storage site of certain parts has been switched since yesterday, but the operator does not notice and picks up the wrong part.

LAP-TOP : 22/02

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means means ““StandardizationStandardization””

YWhen we think “standardization”,

we should also think “anyone”.

Machinery standardization means “anyone” can operate the machinery. Operation standardization means “anyone” can perform the operation.How much can we expect from a workshop where only ‘operator A’ knows how to operate ‘machine A’ and only ‘operator B’ can operate ‘machine B’? Not much. By contrast, can we reasonably expect more from a workshop where any operator – even one newly trained – can operate both the machines? Yes, we can! Reason – “machine standardization”.When “anyone” can take over operations from “anyone” else, then the factory or office has room for expansion. Reason – “operation standardization”.

LAP-TOP : 22/03

Orderliness Related to Various Standardizations

Factory and office

standardization

Standardization of where things are

kept

Machinery standardization

Operation standardization

Drawing standardization

Clerical process standardization

Voucher standardization

Think of more

processes (P) for

Standardization

P1

...Pn

P2

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in the factoryin the factoryY

The conditions for Orderliness incorporate three basic elements: “what”, “where”, and “how many ”.

Signs and labels should clearly display information on all three elements so that we can see what types of items should be kept there, exactly where they should be kept, and how many of them there should be.

OrderlinessOrderliness Targets Targets

Category Orderliness Target

Spaces Floors, walkways, operation areas, walls, shelves, warehouses

Products Raw materials, procured parts, parts for machining, in-process inventory, asembly parts, semi-finished products, finished products

Equipment Machines, equipment, jigs, tools, cutting bits, gauges, dies, carts, conveyance tools, work tables, cabinets, chairs

LAP-TOP : 22/04

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Painting StrategyPainting Strategy

5S implementation usually begins with the red-tag strategy. The red-tag strategy is a method for removing all unneeded items from the workplace, leaving only what is truly needed for current operations. Later the signboard strategy is implemented as a method for clearly displaying where to keep these needed items.

The painting strategy is another method that can be implemented for floors and walkways.

The first step in the painting strategy is to mark off the factory’s walking areas (“walkways”) from its working areas (“operation areas”) by divider lines.

Category Subcategory Colour Width Comments

FloorsOperation area GreenWalkway Orange Fluorescent orangeRest area Blue

Lines

Area divider lines Yellow 10 cm Solid lineEntrance and exit lines Yellow 10 cm Broken lineDoor-range lines Yellow 10 cm Broken lineDirection lines Yellow ArrowPlace markers (for in-process inventory)

White 5 cm Solid line

Place markers (for operations) White 5 cm Corner linesPlace markers (for ashtrays, etc.) White 3 cm Broken linePlace markers (for defective goods) Red 3 cm Solid line

LAP-TOP : 22/05

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Steps before the Painting strategy

Red-tagstrategy

Intensiveimprovements

Used about

once a week

Signboardstrategy

Paintingstrategy

Divider Lines Used in Painting strategy - Examples

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for Jigs and Toolsfor Jigs and ToolsY

Jigs, tools, dies, and other similar tools differ in character with respect to materials and parts used in it. These items must be put back where they come from after each use.

It can be distinguished among several stages (or degrees) in which Orderliness for jigs and tools is easily disrupted.Stage 0 : No sense of Orderliness (Complete Disorder) The value of making it easier to put things back is not considered. In need of a jig or tool, they are to be searched. Jigs and tools are put down anywhere after its use. People dislike sharing and even have their own sets of tools.

Stage 1 : Jigs and Tools are kept in Groups (Easy-to-understand) Jigs, tools, cutting bits, rags, and even parts are all kept in the same general

area. In need, people at least know where to start searching. Slightly easier to pick up and return items.

Stage 2 : Visual (Easy-to-confirm) Orderliness of Where to return Jigs and Tools People seek visual confirmation of where to return jigs and tools after using

them. Methods used for visual confirmation –

Signboards – It shows what goes where in a way that anyone can understand.

What - The tool or jig to be put back. Where - The location of the storage site.

Colour-coding Orderliness – It shows clearly which jigs and tools are to be used for which purpose.

For example : If different jigs and tools are used for different machines, we can assign a different colour to each machine and then match the machine colour with colour labels on the corresponding jigs and tools.

Outlining Orderliness – It is a good way to show at a glance exactly what goes where. Outlining simply means drawing outlines of jigs and tools in their proper storage positions.

For example : When you want to return a tool, the outline provides an additional indication of where it belongs.

LAP-TOP : 22/06

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for Jigs and Toolsfor Jigs and ToolsYStage 3 : Orderliness so simple that Workers know it by heart Keep the storage sites for jigs and tools as close as possible to their places of

use.Store in a manner that enables user to put them back correctly without even having to look.If several tools are used in a changeover operation, store them in the sequence they are used.This can make all the difference in achieving Single-Minute Exchange of Die.

Make the receiving hole bigger.Make the “hole” (or device) for holding the tool bigger and easier to use, requiring less attention.The easier it is to replace things, the easier it becomes to maintain Orderliness.

Stage 4 : “Just Let Go” Orderliness (We don’t even have to return it) When operators finish, they simply let go of their tools. No one has to think

about its returning. This idea is often used in assembly lines; for example, in an automobile

assembly line, tools are suspended overhead. Consumer electronic product assembly plants often suspend electric screwdrivers in this manner.

Generally, this “just let go” Orderliness requires some kind of balance or suspension device to keep the tools as close as possible to their place of use.

Stage 5 : Orderliness that Eliminates the Need for a Jig or Tool The only thing simpler would be to somehow eliminate the need for the tool1 in

the first place.Unification of tools

- Reduce the number of jigs and tools needed by eliminating tool variety i.e. by unifying the tools.

- The key to tool unification is design unification.Look into jig and tool functions

- Eliminate the need for the tool in question.- Think about how to do the same operation without using a tool.- Ask : (1) why must this tool be used, (2) what are its basic functions, and (3) is

there another way to perform that function without a tool. These questions can lead to the discovery of tool-free alternatives. E.g.: In some screw and bolt-fastening operations, we can replace screwdrivers and wrenches with grips or handles that enable turning by hand to work as efficiently as turning by tool.

LAP-TOP : 22/07

1?

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for Cutting Toolsfor Cutting ToolsY

Storage Location of Cutting ToolsCentralized location – If the cutting tools are used infrequently.Decentralized location – Only for cutting tools that are used frequently and/or for a particular machine.

Placement of Cutting ToolsFunction-based method

- Sort out cutting tools according to function and group together those with the same or similar functions.- Best suited method for unit production systems.

Product-based method - Sort out cutting tools according to the products on which they will be used

and place them in separate groups for each product.- Best suited method for repetitive production.

for Measuring Tools and Lubricationfor Measuring Tools and Lubrication

Measuring Tools: Take utmost care in handling and storage. Always store in a manner that prevents the accumulation of dirt, dust, or rust.

Lubrication: Apply colour-coding Orderliness by giving each type of lubrication task its own

colour.First identify the different types of lubrication tasks.Assign a colour for each type.Finally, make sure that all lubrication sites and their corresponding lubrication tools receive the correct colour coding.

LAP-TOP : 22/08

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in the Officein the Office

Y

Orderliness is meaningless unless everyone is assured of understanding “where things are kept”

and “how to use them”.

Look at “five keys” to Orderliness in the office.

Key 1 : Eliminate searching waste.

Key 2 : Make things easier to get and use.

Key 3 : Make things easier to put back.

Key 4 : Make things understandable at a glance.

Key 5 : Avoid private collections.

LAP-TOP : 22/09

The best kind of Orderliness eliminates the need for Orderliness.

After all, Orderliness must always be maintained.

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Five- point check for ‘SEIRI’ Five- point check for ‘SEIRI’

1S – Organization1S – OrganizationY

S.No. Description Level

A Needed & unneeded items are mixed together at the workplace in such a way that it is impossible to distinguish between them.

1

B It is possible (but not easy) to distinguish between needed & unneeded items.

2

C “Anyone” can distinguish needed, unneeded items.(Unneeded items are identified / tagged.)

3

D All unneeded items are stored away from the workplace. 4E Unneeded items have been completely disposed of. 5

Five- point check forFive- point check for ‘SEITON’‘SEITON’

2S – Orderliness2S – Orderliness

S.No. Description Level

A No fixed location for items, raw material, in-process inventory, finished parts, jigs, fixtures, dies, conveyance equipment, office equipment, files etc. It is impossible to tell the condition of 3 basic elements – “What”, “Where”, and “How many”.

1

B It is possible (but not easy) to tell the condition of 3 basic elements.

2

C There are prefixed locations & item indicators for all the above three items.

3

D Locations & item indicators enable “anyone” to see at a glance what goes where.

4

E A FIFO system & specific indicators show what goes where. Signs, labels clearly display information on all 3 elements.

5

LAP-TOP : 22/10