The-complete-guide-to-implementing-5S

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The Complete Guide to Implementing 5S
Dan Burgos is an experienced Lean practitioner. With over 
10 years of hands-on experience leading, and coaching 
organizations in identifying waste in their processes and 
leveraging break-through improvements.
Experienced in many industries, such as: Aerospace, 
Manufacturing, Construction, Distribution, Services, among 
others.
As President of Alphanova Consulting, Dan helps middle 
market organizations improve their operations to become 
more efficient and profitable. While also focusing on 
developing a culture of continuous improvement.
Connect with Dan at dburgos@alphanovaconsulting.com or 
at linkedin.com/in/danburgos1
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Table of Contents
• Introduction to 5S
• Red Tag Process
• 5S Standards
• Auditing
• Coaching & Motivating
• Engaging your Workforce
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Introduction to 5S
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Definition of 5S
Introduction to 5S
• A process and system for creating 
and maintaining a clean, orderly, safe, 
high-performance workplace.
• Sets the environment for Standard 
Work 
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• Safety
– Reduce the number of lost time accidents, workman’s 
compensation claims and OSHA recordables
• Quality
– Eliminate the possibility of using previously rejected 
parts or the wrong tools. Eliminate contamination and 
assure compliance to standard procedures
• Productivity
– Eliminate wasted time looking for tools. Reduce cycle 
time, reduce equipment downtime through regular 
cleaning and inspection
Benefits of 5S
Introduction to 5S
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Common reactions to 5S
Introduction to 5S
• Why clean when it just gets dirty again?
• The last time we tried 5S my things got 
thrown away…
• We did 5S already and it did not work…
• We are too busy for 5S activities…
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What 5S is really about
Introduction to 5S
5S IS 5S IS NOT
About sustained workplace 
organization and discipline
A tool that benefits the entire 
organization
A continuous process and an on-
going management tool 
For everyone in the organization
About cleaning
A tool beneficial to the 
“shop-floor only”
A one time event
“Someone else’s” responsibility
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5S Descriptions
The 5S’s
Introduction to 5S
Sort
Set in Order
Scrub
Standardize
1S
Sustain
Safety
• Identify necessary and unnecessary items. Discard or 
properly store the unnecessary items.
• Arrange the necessary items in an orderly fashion.
• Clean the area thoroughly and identify sources of 
uncleanliness.
• Develop a systematic routine for auditing and 
maintaining the previous 3 S’s.
• Maintain the implemented improvements over 
time and create a culture of discipline.
• Create a culture that is safety conscious and that 
continuously strives to eliminate hazards.
2S
3S
4S
5S
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The Red Tag Process
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The Red Tag Process
What is the Red Tag Process?
▪The Red Tag Process is typically a kick-off activity of 
the 5S initiative. Falls under the Sorting activities. In 
this process, items that are not necessary for the daily 
tasks of the work areas are identified and red tagged 
for disposition; which could be discard, re-locate, 
and/or store.
▪Once the initial red tag process ends. A continuous 
cycle of the 5S’s should remain.
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The Red Tag Process
Red Tag Process Steps
Step 5
▪Evaluate red 
tag items
Step 4
▪Conduct 
Red Tag 
Session
▪Define Red 
Tag criteria 
and 
Procedures
Step 3
▪Form a 
team and 
select 
area to 
work on 
Step 2
▪Order / 
Develop 
Red Tags
Step 1
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The Red Tag Process
Order / Develop Red Tags
▪ Bright red to promote visibility
▪ Specify the following information:
▪ Best if a detachable red tag locator 
at bottom
o Quantity
o Reason for tagging
o Completion Date
o Disposition required
o Action taken
o Work area
o Tag number
o Tag date
o Item description
o Party responsible for 
disposition
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• Select members from various areas
• Select a manager to participate as a member
• Select an area based on:
– Highest need for organization
– High probability of success (if initial rollout)
• Notify employees in area
• Bring any necessary tools, carts, tables, etc.
• Everyone should be prepared to participate
The Red Tag Process
Form a team and select area to work on
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• Start in one area, then sort through everything
• Discuss removal of items with all people involved
• Immediately red tag all items to be moved out of area
• Remove all red tag items to a holding area
(DO NOT THROW ANY RED TAG ITEMS AWAY)
• Track disposition
• Do not red tag trash
• Supervisors and operators will determine disposition of 
red tag items
The Red Tag Process
Define Red Tag criteria and procedures
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The Red Tag Process
Conduct Red Tag Session
• Red Tag is placed on Item and Red Tag 
Board
• Fill out tags as used
• Board is located next to leader area
• Keep area tags visible to everyone 
until disposition actions are complete
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The Red Tag Process
Conduct Red Tag Session
• The Red Tag Board is located next to the area leader 
to ensure timely disposition of items
• Create a Red Tag Area before tagging and moving any 
items
• All items will be reviewed and disposition will be 
made 
• Any one can bring items at any time
The Red Tag Area
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The Red Tag Process
Conduct Red Tag Session
Just because an item is moved to the red 
tag area does not mean it will be thrown 
away; it only means a decision needs to be 
made about where the item should be 
located.
The Red Tag Area
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The Red Tag Process
Evaluate Red Tag Items
• Dispose of truly unnecessary items
• Retain red tagged material if there is proper 
justification
• Discard any material which has been red tagged after 
a pre-determined time
• All red tags must be completed and returned to the 
red tag coordinator
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5S Standards
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The first S - Sort
5S Standards
• Determine what is 
necessary for the job and 
get rid of what is 
unnecessary
• Mark excess items 
(equipment, parts, storage 
or work tables, etc) 
• Record, Go Tag, and 
remove 
When in doubt,
Throw it out!
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The first S - Sort
5S Standards
• All items not necessary for performing work are 
removed from the workplace
• Nothing is placed on top of machines, cabinets, 
and equipment
• No outdated, torn, or soiled announcements are 
displayed on cell’s boards
• All cleaning equipment is stored in a neat matter, 
handy and easily available when needed
• All containers are properly labeled and are legible
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The second S – Set in Order
5S Standards
• After sorting, 
arrange and label 
things for easy 
access
XXXXX
YYYYY
ZZZZZ
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5S Standards
The second S – Set in Order
• The entire work area is visually indicated (includingaisle ways, workstations, equipment, storage 
locations, etc.)
• Tools, jigs, fixtures, and work instructions are 
arranged neatly and stored in a way that they are 
kept clean and free of any risk of damage
• Pallets are positioned on the floor in clearly marked 
areas by painted lines
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5S Standards
The second S – Set in Order
• Painting
– Aisle direction line
– Section off designated areas: cart storage, mop location, door 
range, etc.
• Color-coding and Outlining
– Indicates each item’s storage location
– Color coding is very effective
– Trace tool profiles onto surface
• Signboard
– Indicate location of areas, processing, or equipment
– Give directions in factory
– Inventory locations
Make It Obvious Where It Belongs
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5S Standards
The third S – Shine
• Clean the area frequently:
– sweep
– mop
– dust
– scrub
– clean several times 
each shift
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5S Standards
The third S – Shine
• Equipment 
• Fixtures
• Tools
• Cabinets
• Workspace
• Carts
• Machines
• Cabinets
• Materials
• Tables
• Chairs
• Floor
• Aisles
• Storage Areas
• Offices
• Books
• Catalogs
• Correspondence
• Magazines
• Shelves
What Should Be Cleaned?
Production Areas Office Areas
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5S Standards
The fourth S – Standardize
• Review procedures conducted for Sort, Set In Order, 
and Shine and incorporate elements into the everyday 
work activity
• When an item is not in its designated place it should 
be obvious at a glance
• Post all parties responsibilities
• Post a cleaning schedule in the work area
• Post audit, trend chart, and newspaper
• Answer the question: What new reoccurring habits 
will we introduce to prevent each area from 
accumulating clutter again?
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5S Standards
The fourth S – Standardize
If We Don’t Standardize…
• Conditions revert back to the old way
• At the end of the day, unneeded items are left in the 
production area
• Tool storage becomes disorganized
• Items get misplaced or disappear
• Debris collects on the floor
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5S Standards
The fifth S – Sustain
• Make 5S stand the test of time
• Build “housekeeping” into every process
• Everyone has to accept 5S as a personal goal
• Create a culture where 5S is second nature
• People follow examples (good and bad), set a good 
example
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5S Standards
The fifth S – Sustain
Key Elements For Success
• Total employee involvement
• Total management support
• Making 5S part of daily work
The goal is to make 5S part of the daily routine
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5-S Auditing
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5S Auditing
5S Audit Guidelines
• Develop a standard procedure for the 5S process:
✓ Training on 5S standards and checklist use
✓ Audit Frequency
✓ Participants and roles
✓Document Implemented improvements
✓ Improvement expectations
• Measure and post results of audits on all areas
• Identify 5S owner of each area
• Conduct follow up sessions on regular basis
• Office areas should be included in 5S auditing
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5S Auditing
Sample Audit Checklist
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Coaching & Motivating
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Coaching & Motivating
Coaching & Motivating - Sort
Are all unneeded parts or materials out of 
the area?
•Only needed parts in area•Unneeded parts & items in area
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Coaching & Motivating
Coaching & Motivating - Sort
Are all unneeded machines or equipment 
out of the area?
•Area free from excess equipment•Decommissioned machine in area
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Coaching & Motivating
Coaching & Motivating - Sort
Are all unneeded tools or fixtures out of 
the area?
•Tools labeled
•Tools in designated area
•No excess quantities
•Tools not labeled
•Tools not in designated area
•Tools in excess quantities
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Coaching & Motivating
Coaching & Motivating – Set in Order
Are there designated locations for personal items and 
tool boxes?
•Tools with designated area
•Tools organized and labeled
• No labels
• No designated locations
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Coaching & Motivating
Coaching & Motivating – Set in Order
Are shelves and other storage areas designated 
and labeled?
•Drawers labeled and shelves organized•Fixtures and equipment thrown into cabinet
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Coaching & Motivating
Coaching & Motivating – Set in Order
Floors should have visual marking to indicate when specific areas 
are to be used for a specific purpose.
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Coaching & Motivating
Coaching & Motivating – Shine
Are floors kept clean and free of trash, shavings, 
debris, water and oil?
•Free of dirt
•Free of oil
•Free of shavings
•Oil present
•Dirt present
•Shavings on floor
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Coaching & Motivating
Coaching & Motivating – Shine
Are the machines wiped clean and kept free of 
shavings and oil?
•Machine wiped clean
•No presence of oil on machine exterior
•Machine not wiped clean
•Oil on exterior
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Example Of Cleaning Schedule
Coaching & Motivating
Coaching & Motivating – Standardize
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Coaching & Motivating
Coaching & Motivating – Standardize
Are cleaning equipment and supplies defined 
and available?
•Organized, labeled, with designated 
location
•No labeled lines present
•No Designated location
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Coaching & Motivating
Coaching & Motivating – Sustain
Are audits current, graphed and 
countermeasures documented?
•5S audit and trends posted
•No audit or trends posted
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Coaching & Motivating
Coaching & Motivating – Sustain
Is there a 3 week trend of improvement?
•Improvement gains sustained
•First 3S’s being maintained
•Improvement gains not sustained
•First 3S’s not being maintained
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Starting off
Very often leaders take charge of the process on their 
own without engaging their employees. Here are some 
tips to avoiding that:
– Pick a small area in your business to kick-off
– Select an enthusiastic group of individuals
– Create a model area to drive interest
– Train your employees
– Expect resistance & be patient
– Discuss the benefits
– Show them the waste being eliminated
– Stay disciplined
– Seek their feedback & ensure you act accordingly
Engaging your Workforce
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Longer term
Once your initiative is underway, the challenge then 
becomes spreading it out and ensuring sustainment:
– Ensure your leaders are on-board
– Visit the areas to show your commitment
– Review the audits and actions being taken
– Beware of pencil whipping of audits
– Rotate your auditors often
– Roll out to the office areas
– Have shop floor/office employees auditing
– Ask questions and encourage self initiated improvements
Engaging your Workforce
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5S Summary
Final Guidelines
• Charter an enthusiastic champion to lead it
• Management should be involved in the initial 
implementation, initial cleaning…..and be active in the 
sustain phase
• Once you start, keep it going until the entire plant has 
gone through the process
• Institute a method of accountability that reinforces 
the positive and highlights the opportunities• Keep 5S supplies on hand for windows of opportunity
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ABOUT US
We are Alphanova Consulting.
A Management Consultancy supporting middle market manufacturing, distribution, 
aerospace, construction and service organizations through the implementation of 
operational excellence throughout their businesses. 
We strive to build partnering relationships with our clients for their long-term 
success. 
Let’s partner for your improvement and growth!
Contact us at:
Mobile: 817-705-1313
Email: info@alphanovaconsulting.com