`

Based on August 2012GC Occupational standard

Module Title: Applying 3S

TTLM Code: EISBCW1TTLM0919V1
This module includes the following Learning
Guides
LG5: Organize Junior Kaizen Promotion
Team (KPT)
LG Code: EIS BCW1 M03 LO1-LG5
LG6: Prepare for work
LG Code: EIS BCW1 M03 LO2-LG6
LG7: Sort items
LG Code: EIS BCW1 M03 LO3-LG7
LG8: Set all items in order
LG Code: EIS BCW1 M03 LO4-LG8
LG9: Perform Shine activities
LG Code: EIS BCW1 M03 LO5-LG9

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 LG #5 Organize Junior Kaizen Promotion Team
Instruction Sheet
(KPT)

This learning guide is developed to provide you the necessary information regarding
the following content coverage and topics:
 Kaizen Basics
 5S Basics
 Junior Kaizen Promotion Team (KPT)

This guide will also assist you to attain the learning outcome stated in the cover
page. Specifically, upon completion of this Learning Guide, you will be able to:
 Describe Kaizen principles, pillars and concept.
 Identify basics, principles and stages of KPT.
 Establish structure of Junior KPT in accordance with the organizational
procedures.
 Make effective and appropriate contributions to complement team activities and
objectives based on individual skills and competences.
 Develop team work plans based on an understanding of KPT’s role and
objectives.
 Use effective and appropriate forms of communications and undertake
interactions with KPT members who contribute to known KPT activities and
objectives.
 Prepare and use Kaizen board (Visual Management board) in accordance with
workplace situation.

Learning Instructions:
1. Read the specific objectives of this Learning Guide.
2. Follow the instructions described in number 3 to 16.
3. Read the information written in the “Information Sheets 1”. Try to understand
what are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
4. Accomplish the “Self-check 1” in page 21.
5. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 1).
6. If you earned a satisfactory evaluation proceed to “Information Sheet 2”.
However, if your rating is unsatisfactory, see your trainer for further instructions or
go back to Information sheet 1.
7. Submit your accomplished Self-check. This will form part of your training
portfolio.
8. Read the information written in the “Information Sheet 2”. Try to understand what
are being discussed. Ask your trainer for assistance if you have hard time
understanding them.

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 Information Sheet-1 Kaizen Basics

1. Kaizen Basics
1.1 The Meaning of Kaizen
Mr. Masaaki Imai is one of the Japanese people who contributed to spreading of the
term Kaizen throughout the world. Mr. Imai today serves as the president of a
consulting company Cambridge Research Institute. In his book entitled “Kaizen: The
Key to Japan’s Competitive Success’ published In 1986, defined Kaizen as “a
Japanese business philosophy that assumes our way of life – be it our working life,
our social life, or our home life – should focus on continual improvement efforts”. The
Oxford English Dictionary also gives the following definition of Kaizen “a Japanese
business philosophy of continuous improvement of working practices, personal
efficiency, etc.”

st
Cambridge Research Institute, President. Mr. Imai’s 1 book on Kaizen.

Kaizen is a Japanese philosophy for improvement that can be traced to the meaning
of the Japanese words ‘Kai’ and ‘Zen’, which translate roughly into:
‘Kai’ - change, alter ‘zen’ - better, right
The above two words combine to mean “change for better” or “Continuous
improvement.” Kaizen means improvement, continuous improvement involving
everyone in the organization from top management, to managers then to
supervisors, and to workers. It is a philosophy of never being satisfied with what was
accomplished last week, last year or last time.

Mr. Imai also stated “Kaizen is not just a management technique but a philosophy
which instructs how a human should conduct his or her life. Kaizen focuses on how
people conduct their work. It shows how management and workers can change their
mindset together to improve their productivity”. Not a day should go by without some
kind of improvement being made. We have to ask always: how can we do the job
better tomorrow, than we are doing it today? Engineers at Japanese plants are often
warned, “There will be no progress if you keep on doing things exactly the same way
all the time.”

For the U.S., Kaizen’s clear message is “do it better, make it better, improve it even if
it isn’t broke, because if we don’t, we can’t compete with those who do.”

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 The Ethiopian Kaizen Institute developed its own working definition as follows:
"Kaizen is a philosophy of continual, participatory and self-disciplined innovation
management having its own integrated systems and problem solving tools,
implemented with the highest level of commitments at all levels of owners, leaders
and employees through enhancing their absorptive capability step by step aiming at
creating new and advanced corporate culture to catch-up and attain world class
competitiveness".

1.2 The Origin of Kaizen

Kaizen developed and spread in Japan and later to the world in four phases.
Phase I - 1950s (end of world war II): This phase was the absorption of foreign
technique by Japan to make improvements and catch-up with the international
industrial development. Because at that time products made by Japan were known
as low quality and low price in the world market. Japan learned and adapted quality
management from Dr. W. E. Deming (a US statistician and consultant) and Dr. J. M.
Juran. Then various organizations are established such as the Union of Japanese
Scientists and Engineers (JUSE) in 1946 and the Japan Productivity Center (JPC) in
1955, to support the national movement for quality and productivity improvement and
to disseminate the American Scientific Quality Control techniques. Many companies
developed their own systems of kaizen, including the globally known Toyota
Production System (TPS) developed by the Toyota Motor Corporation. These efforts
laid a solid foundation for establishing the so-called Japanese production
management system. November is decided as quality month and Deming Prize was
awarded by JUSE on this month to raise the QC level in Japan. Thus, kaizen was
originally a foreign technique which was adopted and adjusted to become a
Japanese technique.

Phase 2 - 1970s -180s: This phase was the diffusion of Kaizen among Japanese
companies, including small and medium sized companies. This led to a rapid
increase in the number of Quality Control Circles (QCC).

Phase 3 - mid 1980s: through Japanese firms abroad and various public
organizations Kaizen spread in the world. In 1985 Japanese manufacturing
companies shifted their production bases to East Asia where they introduced kaizen
philosophy and practices.

Phase 4 – In this phase Kaizen diffused to developing regions in Latin America &
Eastern Europe including Africa (mainly in Sub-Saharan Africa). East Asia together
with the Japanese government’s TICAD IV initiative for promoting trade and
investment in Africa an opportunity was provided for Japan to more actively publicize
and introduce kaizen in developing regions. Kaizen also spread through Imai’s first
book- ‘Kaizen: The Key to Japan’s Competitive Success’ published on 1986. Most
Japanese enterprises are now endowed with world-leading capability.

JICA (Japan International Cooperation Agency) has also offered assistance for
Kaizen to many developing countries. JICA’s assistance with Kaizen started in Asian
countries like Singapore in 1983 then in Malaysia, Philippines, Thailand, Indonesia
and Vietnam. And in Latin America countries like Costa Rica, Chile, Argentina,
Paraguay, Brazil and Mexico. In Eastern European Countries like Poland, Hungary,

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 Baltic countries (Estonia, Latvia, Lithuania), Armenia, Bosnia Herzegovina, and
Serbia.

Clarification of safety passages Inspection tools in good order with name plates

Visual Control Board

JICA Kaizen assistance in Africa started in Egypt, Tunisia, and then in Ethiopia,
Kenya, Zambia, Ghana, Tanzania.

1.3 The Dissemination of Kaizen in Ethiopia

Kaizen was driven to Ethiopia by the strong commitment of the Late Prime Minister
H.E. Meles Zenawi. After listening to the Kaizen experience of Egypt and Tunisia at
the African Taskforce meeting of the Initiative for Policy Dialogue (IPD) held in Addis
Ababa on July 2008, the Prime Minister requested the government of Japan for
Kaizen project in Ethiopia. In response to the request a work agreement was signed
between JICA and the Government of Ethiopia in June 2009. A pilot project was then
started in October 2009 to be completed on May 2011. Basic Kaizen activities were
implemented in selected 30 large and medium enterprises located at Addis Ababa.

A Japanese Experts team and Ethiopian Kaizen Unit members are assigned for the
implementation of the project. Pairing with the Japanese Experts team, the Ethiopian
team who were from Ministry of Industry (MoI) has acquired Kaizen-related technical
knowledge and skills through on-the-job training and other training opportunities
available in the project activities. As a result, Kaizen has come to be known among
policy makers and business managers in Ethiopia and an encouraging
improvements of quality, productivity, delivery time, cost etc are achieved. Manual
and audiovisual materials were prepared for Kaizen dissemination activities in the
country.

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 The Late PM H.E Meles Zenawi The Late PM Meles Zenawi receiving Kaizen
manual
produced by the pilot project, 2011.
Following the achievements of the pilot project, the Ethiopian government has
decided to establish a core organization i.e. the Ethiopian Kaizen Institute (EKI)
under MoI in 2011 to disseminate Kaizen across the nation. At the request of the
government of Ethiopia to government of Japan to extend the support and technical
cooperation for institutionalization of the EKI in such areas as organizational
development, human resource development, and nationwide dissemination of
Kaizen, a second project on “Capacity Building for Dissemination of Quality and
Productivity Improvement (Kaizen)” was launched on November 2011 to be carried
out for three years until October 2014.

The Ethiopian Kaizen institute is established with various objectives and functions of
formulating policies, plans, strategies and programs for Kaizen dissemination;
providing trainings; developing authorized and standardized training materials and
manuals; conducting consulting services; and establishing mechanisms for
nationwide outreach. EKI has designed Ethiopian Kaizen model consisting of five
stages: Testing, Institutionalization, Implementation, Sustain and Ownership (TIISO).
At each of these stages awareness raising, experiencing best practices and
customization are done.

1.4 The Three Pillars of Kaizen

Kaizen is crucial for any sector because factories and organizations of any sector are
like living organisms. The healthiest organisms move and change in a flexible
manner in accordance with their environment. In the business world, customer needs
are always changing, new technologies are continually being developed and
generation after generation of new products appear on the market. Sales competition
is becoming tougher each year as companies strive to manufacture more
sophisticated products at lower cost. The same is true with the service providing
industries. In the presence of these challenges, therefore factories or organizations
must find new ways to ensure their survival by adapting to the changing business
environment. They must move beyond old organizational concepts and customs that
no longer apply and must adopt new methods that are appropriate to the new times.

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 As indicated in the above diagrams, one of the objectives of a company is increasing
profits. If sufficient profits are generated, the continuation of a company and the
living conditions of its employees also ensured. Quality, cost reduction, and delivery
time are the three biggest contributors to the profit increase through elimination of
wastes/Muda.

In general Kaizen is indispensable to:

 Make optimal use of peoples’ skills
 Reduce overall cost
 Maintain high quality (or improve quality)
 Reduce or eliminate wastes (MUDA)
 Improve productivity
 Improve Safety
 Shorten lead time & improve delivery time
 Improve space utilization etc

Masaaki Imai proposed Kaizen as “the unifying thread running through the
philosophy, the systems, and problem solving tools developed in Japan over the last
30 years”. The three pillars of Kaizen are:
1) As a philosophy
2) Kaizen systems
3) Kaizen tools

1.4.1 Kaizen as a Philosophy

Kaizen is a philosophy of continuous undertaking by an organization to improve its
activities and processes with the goal to always improve Kaizen elements:
Productivity, Quality, Cost, Delivery time, Moral, Safety, Environment and Gender
equality (PQCDMSEG) so that the organisation can meet full customer satisfaction.
Kaizen starts with the recognition that any corporation has problems and it solves
these problems by:
 Establishing corporate culture
 Following a customer-driven strategy to increase customer satisfaction.
Management’s role should be to make a constant effort to provide better
products at lower prices. Management should devote at least 50 percent of its
attention to Kaizen.

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  Emphasizing on process or process-oriented way of thinking.
 Supporting and acknowledging people’s process-oriented efforts for
improvement rather than evaluating people’s performance on the basis of
results.

Kaizen as a philosophy is built-in and run through guiding principles. These guiding
principles can be summarized as follows:
 Proactive and spontaneous participation of front-line workers (they are centre
of Kaizen activities).
 Focus on the improvements of workplace/Gemba (the foundation of all the
improvement efforts). It is a key entry to endless revolving activities of Kaizen.
 Practicing kaizen that lead to a corporate culture.
 Kaizen fosters process as well as result oriented thinking.
 Speak with data - collect, verify and analyse data.
 Put quality first even than cost and delivery.
 Bottom-up approach i.e. integrated total company approach: genuine
participation of top management, middle managers and front-line employees
in a collaborative working system throughout company organizations
 Continuous and endless activities in revolving cycles of PDCA resulting in
significant improvements.
 Top management commitment.
 Learning process and customization
 Customer satisfaction

Kaizen as a management strategy has its characteristics. These are Kaizen has
continuity, follows participatory approach, accumulation of small Improvement,
applied using small investment and widely applicable.

 Continuity: Kaizen is a dynamic activity in revolving cycles of PDCA (Plan, Do,

Check and Act). Once a new improvement becomes a new standard, the next
cycle is set up to seek further improvement. Kaizen is a continuous challenge
towards ever higher-level improvement, cycle by cycle, without an end.

 Participatory approach: Kaizen is built in and run with an integrated and

company-wide approach through the collaboration of all the levels of the
organisation that are top management, middle managers and front-line
employees. Commitment, genuine participation and motivation of all the three
actors are critical factors. As shown in diagram 1 Kaizen core team is a team of

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 the management bodies of an organization whose duties are to lead and direct
all teams established in each department and cross functional teams with
members from different departments. Cross functional teams are formed to solve
problems that cannot be solved by departments. Diagram 2 shows Kaizen
dissemination in an organization by selecting and implementing Kaizen in
sample and model work areas and then building on and expanding the success
in company-wide scale. For fruitful participation, giving training and education as
well as communication is very important. To utilize individual workers ideas
suggestion system can be introduced.

Diagram 1: Core team, cross functional team and Diagram 2: Kaizen dissemination QCC(Quality Control
Circles) and Institutionalisation

 Accumulation of small Improvement: Japanese people say “accumulation of a

small dust builds a mountain”. Significant and greater results can be attained
through accumulation of small improvements or by carrying out repeatedly minor
or small improvements as opposed to innovation.

 Needs small investment: Waste elimination may not require investment or may
require little investment through the introduction of basic Kaizen technique such
as 5S. To conduct 5S i.e. to sort or separate necessary and unnecessary items ,
to set or place items in locations suitable for work and to shine or clean: red
tags, paint, shelves, racks, display boards and cleaning materials etc. are
needed which can be bought with small investment. A company shouldn’t have
to make large investment to buy machines and make Kaizen/improvements. If
machines are used before eliminating wastes from the work area and
operations, this will lead to the mechanization of wasteful operations. There will
not be a value adding works in the company.

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  Widely Applicable: Kaizen refers to a philosophy or practices that focus upon
continuous improvement in manufacturing activities, business activities, and
even life in general, depending on interpretation and usage. It is widely
applicable in manufacturing, service, public or non-profit organizations and
others. Kaizen techniques are now universally applicable to all sectors.

Requisites of Kaizen: to understand and successfully implement Kaizen the

following Kaizen requisites should be fulfilled.
 Knowledge of Kaizen concepts and techniques is essential for doing Kaizen
activities. Kaizen is easy to understand and should be started from the easy
Kaizen techniques such as 5S and QC7 tools.

 Attitude with positive thinking is necessary for understanding and implementing

Kaizen and Kaizen concept and techniques can also build positive attitude and
can bring corporate culture.

 Involvement of all from top management to front-line workers: top management

with commitment and interest on Kaizen, participation of all workers and
establishment and involvement of cross-functional teams are essential for
success and continuity of Kaizen.

 Zealous support for Kaizen: Kaizen needs zealous attention like support for one
football team.

 Education about Kaizen (training): Kaizen is human-oriented i.e. it is

implemented by employees therefore education or training about Kaizen is vital.

 Never-ending activity: Kaizen is continuous and practical, aiming always for best
improvement through accumulation of small improvements.

1.4.2 Kaizen Systems

Underlying the Kaizen strategy is the recognition that management must seek to
satisfy the customer and serve customer needs if it is to stay in business and make a

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 profit. This Kaizen strategy has systems that can be applied to realize planned goals
and targets. These systems include:

Toyota Production System

The Toyota Production system sometimes called the Kanban system or Just in time,
attracts great attention in Japan and abroad, because Toyota is one of the few
companies which have survived the oil crisis on 1980s and still maintained a high
level of profitability. Toyota is well known for its outstanding quality control systems,
and worker-suggestion system. The man who pioneered Toyota’s unique system,
Taiichi Ohno, claims that Toyota system is born out of the need to develop a system
for manufacturing small numbers of many different kinds of automobiles which is
contrast to the Western practice of producing large numbers of similar vehicles.
Ohno also classified the waste incurred in the production process into seven types
(listed on next content). To eliminate these wastes, he devised the just-in-time and
jidohka (autonomation) concepts.

Just-in-time means that the exact number of required units is brought to each
successive stage of production at appropriate time. Kanban is a signboard or label
used as a communication tools in this system. It is attached to each box of parts as
they go to the assembly line. Jidoka (autonomation) is when machines stop
automatically whenever a problem occurs. All machines at Toyota are equipped with
automatic stop mechanisms. The worker has to attend at the machine when it has
stopped which enables him/her to take charge of many machines at a time, thus
greatly improving his productivity.

The Toyota production system is, in a nutshell, a system which makes sure that the
required number of parts and components are manufactured and forwarded to the
final assembly line so that final assembly does not stop. It is a system that is still
undergoing change and improvement every day.

Total Productive Maintenance

Total productive maintenance (TPM) is an innovative Japanese concept which can
be traced back to 1951. TPM aims at maximizing equipment effectiveness
throughout the entire life of the equipment. TPM can be considered as the medical
science of machines. TPM involves everyone in all departments and at all levels; it
motivates people for plant maintenance through small-group and voluntary activities,
and involves such basic elements as developing a maintenance system, education
in basic 5S, problem-solving skills, and activities to achieve zero breakdowns. Top
management must design a system that recognizes and rewards everyone’s ability
and responsibility for TPM.TPM training is conducted with the emphasis on such
basics as how the machines work and how to maintain them in the workshop.

The goal of TPM is the total elimination of all losses. Overall Equipment
Effectiveness (OEE) allows to quantify the 6 major types of equipment losses. These
are:
1) Breakdowns are times when equipment breaks down due to failure and isn’t
available when we need it to be.
2) Setup and adjustment losses occur when we’re working to prepare equipment
to run a different type of product. (e.g. exchange of dies in injection molding
machines, etc.)

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 3) Idling and minor stoppages (abnormal operation of sensor, etc.).
4) Reduced speed (discrepancies between designed and actual speed of
equipment)
5) Defects in process and rework (scrap and quality defects requiring repair).
These occur when our machines produce bad parts. These are especially
devastating losses since the time the machines spent producing the bad parts
is wasted and chances are good that the machine will have to spend
additional time reworking the part or producing a new part altogether.
6) Reduced yield between machine startup and stable production.

Total Quality Control (TQC)

Organized kaizen activities involving everyone in a company- managers and
workers- in a totally integrated effort towards improving performance at every level.
This improved performance is directed toward satisfying such cross-functional goals
as quality, cost, scheduling, manpower development, and new product development.
It is assumed that these activities ultimately lead to increased customer satisfaction.
It is equivalent to Company-Wide Quality Control (CWQC).

Total Quality Management System

A number of management practices, philosophies and methods to improve the way
an organization does business, makes its products, and interacts with its employees
and customers. QCC activity functions as an integral part of TQM. TQM was evolved
from TQC in the late 80s.

Suggestion system
Suggestion system is an integral part of the established management system, and
the number of worker’s suggestions is regarded as an important criterion in
reviewing the performance of these workers’ supervisor. It is a method by which the
ideas and suggestions of the employees are communicated upward through the
management hierarchy in order to achieve cost savings or improve product quality,
workplace efficiency, customer service, or working conditions. Examples range from
simply placing suggestion boxes in common areas to implementing formal programs
with committees to review ideas and rewards for those that are adopted.

1.4.3 Kaizen Tools

As presented by Masaaki Imai ,Kaizen is an umbrella concept that embraces
different continuous improvement activities on an organization as shown in the
figure below . There are a large number of related and often overlapping
implementation methods and technical tools that belong to the kaizen Toolkit. Basing
on kaizen philosophy and through following kaizen systems, Kaizen tools bring
continuous improvement.

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 Fig. Some basic Kaizen techniques.

5S is a systematized approach to standardize work environment of an organization

so as to create a workplace that is more organized, more efficient, safer, cleaner,
and more pleasant to work in, and to maintain it on an on-going basis. It consists of
Sort, Set in Order, Shine, Standardize and Sustain.

QC 7 tools are the most frequently used analytical tools for QC activities and Kaizen
activities. They are: (1) graphs; (2) check sheets; (3) histogram; (4) control charts;
(5) Pareto charts; (6) fish-bone charts (cause-and-effect diagrams); and (7) scatter
diagram.

Leveled production means levelling of type and/or volume of items produced at

anytime. It is avoiding variance in product types and/or volume.

Just-in-time is a method of production in which a production line produces just what

is needed, only when needed, and in exact quantity needed.

Continuous flow processing is a method of production in which products move

from one work station to the next piece by piece in succession and in Correct
sequence of processing to complete a process.

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 Pull System is when products in the previous process are taken by the workers in
the next process when needed and in the amount needed. In the previous process
operation, only the amount taken is produced. Kanban is used as the
communication tool to request parts, semi-products or materials from the upstream
process (previous process) in exact quantity & specifications needed.

JIDOKA is a systematic approach to prevent defects or abnormalities from passing

to the next process. Operation stops automatically by a programmed machine at
the time of detection of an abnormality or stopped by the worker who detected the
abnormality.

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 POKAYOKE (Foolproof) means error prevention. It is a method which avoids
mistakes and defects from being produced. e.g, only one type of bolt used within a
specific work-station to prevent wrong part usage.

Standard operation is an efficient production method/procedure that can be

followed by anyone assigned for a task. It helps to clarify the rules for the production
method and find out what is wasteful, uneven, and overburdening.

“All I need to do is to follow the same cycle!”

1.5 Kaizen targets or elements

PQCDSMEG are targets of Kaizen activities. PQCDSMEG stands for Productivity,
Quality, Cost, Delivery time, Safety, Moral, Environment, and Gender equality
(added by EKI). If this eight targets can be achieved then success of the organization
and customer satisfaction are confirmed. QCD refers to the three elements of
satisfying customer requirements: Quality, Cost and Delivery.

Productivity: is expressed as the ratio of output to input. A general productivity

measure often used in production control is the quantity or value of products
produced per unit time. Another commonly used productivity measure is labour
productivity, i.e., the quantity or value of products produced per worker per hour.

Quality: means degree of fulfillment of requirements. In a market economy or where

competition is prevalent, these requirements are ultimately what the customers’
demand of products or services they want to purchase. In most cases, companies
providing the products or services determine the requirements based on their best
attempt to meet the customer needs. In other words, quality refers to conformance to
specifications and customer requirements. For instance, Product quality
requirements relate to the product's shape, appearance, performance, reliability,

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 durability, and so forth. These product requirements are ultimately what the
customers want.

In a broader sense, quality refers to the quality of process or work in designing,

producing, delivering, and after-servicing the products or services. The foremost
concern is with the quality of people. The three building blocks of a business are
hardware, software, and “human ware.” Only after human ware is squarely in place
should the hardware and software aspects of a business be considered. Building
quality into people means helping them become Kaizen conscious.

Cost: is monetary value of all the inputs to produce a product. In accounting terms,
cost includes cost of labour, cost of materials, and other expenses. The cost items
that can be directly attributable to a product manufacturing process is called direct
expense, while others are called indirect expense. Total manufacturing cost, or
product cost, is the sum of the two. Unit manufacturing cost (unit product cost) is
used in the factory level or workplace level cost management, therefore, used often
times in KAIZEN activities as well. Cost is one of the three primary targets of
improvement in KAIZEN activities along with quality and deliver.

Manufacturing/Service cost = (material + labor + facility + utility + others)cost

The word cost usually refers to cost management, and not cost cutting. Cost
management refers to managing various resources properly, and eliminating all sorts
of wastes/Muda in such a way that the overall cost goes down.

Delivery time: refers to the timely delivery of the volume of products or services to
meet the customer’s needs. On-time product delivery to the customer or adhering to
the due date is critical to achieve customer satisfaction together with quality and cost
in a competitive market environment.

Moral / Motivation: Morale generally refers to people's confidence, enthusiasm and

discipline as a person or as a group. Morale at workplace is therefore employees'
confidence, enthusiasm and discipline in terms of the work and goals of the
workplace. People have the desire to demonstrate their capability fully, to be
recognized, to grow, and to become fulfilled. KAIZEN activities at the workplace with
genuine participation of employees provide such opportunities to the employees, and
as the result, boost their morale. This is to create a virtuous cycle of KAIZEN's
advancement and the employees' growth as individual persons progressing in
tandem. In order to achieve such a virtuous cycle, company management should
develop and maintain a management principle of trust and empowerment for
employees, in which employee participation and their initiatives at the workplace are
fully supported; delegation of authority to managers/supervisors is properly done;
and training opportunities are provided to employees. And motivation is people's
willingness to work on tasks, activities and any other engagements they undertake.

Safety: Kaizen is also used as a methodology for making safety improvements.

Safety is the condition of a “steady state” of an organization or place doing what it is
supposed to do. In the world of everyday affairs, not all goes as planned. Some
entity’s steady state is challenged. This is where security science, which is of more
recent date, enters. Drawing from the definition of safety, then: Security is the

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 process or means, physical or human, of delaying, preventing, and otherwise
protecting against external or internal, defects, dangers, loss, criminals, and other
actions that threaten, hinder or destroy an organization’s “steady state,” and deprive
it of its intended purpose for being. For instance, home safety may indicate a
building's ability to protect against external harm events (such as weather, home
invasion, etc.), or may indicate that its internal installations (such as appliances,
stairs, etc.) are safe (not dangerous or harmful) for its inhabitants.

Ensuring that a workplace is safe and lively to the satisfaction of the employees
working there, and it is also indispensable as corporate activities. In particular, safety
is directly related to each worker. The employees are expected to have a strong
stance of creating a workplace which is safe and full of vitality. Each year thousands
of employees are killed or seriously injured at work. The vast majority of these
deaths could be prevented, and the severity of the injuries could be greatly reduced.
There are nine key sets of actions that you can take to improve safety in your
company.
 Mark emergency exits and put up warning signs
 Provide protective clothing and tools
 Raise safety awareness
 Establish safety standards and regulations
 Set up safety committees and patrols
 Ensure facilities and equipment are safe
 Keep accident records
 Set safety targets
 Be prepared to deal with disasters
A safe workplace is a place with decreased in negligent errors, decreased or zero
accidents, reduction of fatigue, comfortable environment, proper arrangement, clean
etc.

Environment: The environment has many resources essential for life. These
resources must be used wisely for generations to continue. Such resources include
air, water, light, land/space etc. which should be utilized efficiently. Wastes that
occur on the environment should be reduced by recycling as much as possible.
Applying Kaizen also helps to make efficient use of the environment and to conserve
it. Hence, environment should be one of the targets of Kaizen..

Gender equality: Gender can refer to the unconsciously constructed roles of men
and women, as well as their mutual relationships, based on such factors as culture,
tradition, and customs. Deep-rooted gender inequality, especially in developing
nations, frequently places women in a disadvantaged position with regard to
education, healthcare, labor, and other aspects of society. The promotion of gender
equality and empowerment of women is a priority of the Millennium Development
Goals and will remain an important part of the development agenda. Kaizen can
convey this gender equality by changing the attitude of people. Hence bringing
gender equality should be one of the targets of Kaizen. Gender should be
considered in conducting any activities.

1.6 Wastes/‘Muda’
1.6.1 Definition of Waste/ Muda

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 Wastes or Muda are activities which use resources, time or cost without adding
value. Value-added means those activities that change raw material into value for
the customer. Muda is a Japanese word meaning wasteful activity. It is anything
unnecessary in operation. It increases production cost and affects the quality of the
product and also delivery time. Reducing or eliminating Muda is, of course, one of
the fundamental objectives of any quality-oriented person.

1.6.2 Muda identified by TOYOTA company

Seven main types of wastes were identified by Taichi Ohno as a part of the Toyota
Production System. However, this list has been modified and expanded by various
practitioners. Every waste you will come across in any organization or even in day-
to-day life will fall into one of these categories. Such as: Muda of overproduction,
inventory, motion, transportation, waiting, over-processing and defecting making.

Over production: Muda of over-production means to produce things more than

necessary in terms of type, time, and volume. It is called “the worst kind of Muda”
since it hides all the other wastes.

Inventory: Muda of inventory includes a stock of raw materials, work in process and
final products. It needs stock space and excess transportation.

Motion: Muda of Motion are non-value adding movements or more than necessary
movements of workers, equipment, and machines, such as looking for goods,
bending, stretching, walking, lifting, and reaching etc.

Before After

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 Transportation: Muda of transportation is transportation of materials over a long
distance or re-piling up. This Muda is usually difficult to be totally eliminated but
reducing is possible.

Waiting: Muda of waiting is when workers, machines or parts wait for an upstream
process to deliver, for a machine to finish processing, and for parts or materials to
come.

Over-processing: This Muda consists of unnecessary processing and operations. It

is processing beyond the standard required by the customer. Eg. relying on
inspections rather than designing the process to eliminate problems.

Defect making: This Muda of defect making includes defects, inspections for
defects in-process, reworks, and resource loss.

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 Self-Check 1 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page:
1. Define the word Kaizen? (3 points)
2. Write the origin of Kaizen and its emergence and dissemination in Ethiopia?
(6 points)
3. What are the three pillars of Kaizen? (3 points)
4. What are the characteristics of Kaizen? (5 points)
5. What are the principles and benefits of Kaizen? (6 points)
6. List the elements of Kaizen. (8 points)
7. What does waste / Muda mean? (2 points)
8. What are the seven types of Muda identified in Toyota Production System? (7
points)

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 Note: Satisfactory rating - 20 points Unsatisfactory - below 20 points
You can ask your trainer for the copy of the correct answers.

Answer Sheet Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

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4. ________________________________________________________________

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 ________________________________________________________________

________________________________________________________________

5. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

6. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

7. _______________________________________________________________

________________________________________________________________

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8. ________________________________________________________________

________________________________________________________________
_

________________________________________________________________
_

________________________________________________________________
_

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 Information Sheet 2 5S Basics

2. 5S basics
2.1 Definition of 5S
5S is a systematized approach to standardize work environment of an organization
so as to create a workplace that is more organized, more efficient, safer, cleaner,
and more pleasant to work in, and to maintain it on an on-going basis. The pillars of
5S are all Japanese words beginning with the letter S. Since their adoption within
Western implementations of lean, various anglicized versions of the terms have been
adopted by different writers and educators. 5S consists of: (1) Seiri = Sort; (2) Seiton
= Set in Order; (3) Seiso = Shine; (4) Seiketsu = Standardize; (5) Shitsuke = Sustain.

5S represents a starting point of Kaizen, i.e., by establishing and maintaining

standardization of work environment, it provides the basis for future improvements in
the operations of the organization. These five pillars represent a starting point for any
company that seeks to be recognized as a responsible manufacturer eligible for
world-class status. On one hand, 5S is only possible with the participation of the
workplace employees. On the other hand, practicing 5S on an ongoing basis results
higher motivation and more participatory attitudes at the workplace, which become
the common ground for all Kaizen activities. 5S is practiced in many countries and
translated in many languages as shown below.

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 “5S” in many languages

2.2 The five pillars of 5S

st
Sort: is the 1 of the five components of 5S. Sort means sorting out necessary and
unnecessary items in the workplace, dispose of the unnecessary and keep only
those items necessary for the current operations of the workplace.

Set in order: is the 2nd of the five components of 5S. Set-in-order means deciding
the place for necessary items, arrange them to keep easy access, and display signs
so that they can be found immediately and returned or replenished properly.

Shine: is the 3rd of the five components of 5S. It means cleaning equipment, facilities
and floor space in the workplace, and ensure that they are in good operating
condition.

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 Standardize: is the 4th pillar of 5S. Standardize means maintain organized and clean
workplaces by making Sort, Set in Order, and Shine activities integrated into
everyone's regular work.

Sustain: is the 5th of the five components of 5S. Sustain means making a self-
disciplined habit of maintaining procedures, rules and arrangements of the
organisation.

Summary of 5S

2.3 Benefits of 5S

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 The 5S system sounds so simple that people often dismiss its importance. However
the fact remains that 5S:
 Makes your workplace safer, cleaner and more pleasant place to work.
 Makes your job more satisfying.
 Eliminates overburdens and disappointments.
 Makes it easier to communicate with everyone you work with.
 Gives you an opportunity to give creative input how your work place should
be.
 Decreases and makes defects zero that brings higher quality
 Eliminates waste that reduces cost
 Avoids delays and bring reliable delivery
 Increases safety by decreasing accidents
 Increases productivity by decreasing breakdown
 Reduces complaint and brings greater confidence and trust
Before After

2.4 Stages of 5S implementation

The three stages of implementing 5S are:
 Planning
 Implementation
 Sustaining

2.4.1 Planning
Steps for planning include:
1. Form Kaizen Team organizational structure
2. Recognize current condition
3. Deciding activity range
4. Goal setting
5. Planning stage
6. Budgeting
7. Kick-off

1. Kaizen Team Organizational Structure

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 The management body or Kaizen core team with a structure similar to this diagram
provides guidance and direction on 5S and company-wide Kaizen activities. Prepare
over all 5S or all Kaizen implementation plan, follow up 5S or Kaizen activities,
perform any other 5S or Kaizen related activities, organize training etc.

Duties of facilitators is to follow up the activities of KPT’s activities, collect

information about the KPTs and report to the core team, document plans, reports
and results, consult KPTs, distributes all Kaizen formats to the KPTs, assist KPTs’
activities related to kaizen, etc.

2. Recognition of current condition

Purpose : Recognize the current condition of workplace and collect information
required to identify problems, and set the direction of activity and goals.
Method : 5S Checklist
Photography
Procedure : kaizen promotion office gives instructions

5S checklist

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 Photography
(1) Fixed-point Observation Type

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 (2) Random Type

3. Decide Activity range

Decide 5S promotion blocks

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 4. Goal setting

5. Planning

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 1) Overall promotion plan
The following sample formats can be used to prepare a plan for 5S implementation.
Sample 1

Sample 2

2) Setup of activity time

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 The following table shows example of activity time plan for the 3 rd component of 5S
i.e. shine.

Type of cleaning Time Frequency (timing)

Minor operation before/after
Daily cleaning 5 – 10 min.
working hour at each shop
Weekly cleaning 15 – 30 min. Weekend
30 – 60
Monthly cleaning End of month
min.
Big cleaning days 2 – 4 hrs. Before national holidays
In case of necessity for
Location which is
1 – 2 days assistance request to other
not easy to clean
division

3) Training plan
A training plan is prepared to conduct training on 5S and other Kaizen techniques.

6. Budgeting
It is necessary to prepare a budget for 5S activity because it costs money although it
needs small. Budget to buy signboards, labels, paint, etc.

7. Kick-off (Declare 5S implementation)

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 2.4.2 Implementation
There are procedures for implementation of each of the pillars of 5S that will be
explained in the following contents. Four factors are important for successful 5S
implementation. These are:
 Continued commitment and support by top management.
 5S starts with education and training.
 There are no observers in 5S, everyone participates.
 Repeat the 5S cycle in order to achieve a higher standard.

2.4.3 Sustaining stage

Different sustaining techniques for 5S, that will be described in the following
sections, are used at this stage. This stage means performing the activities
repeatedly and patiently in order to sustain 5S activity. Success of 5S depends on
supervisor’s ability to sustain the gains acquired from 5S activity.

Self-Check 2 Written Test

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 Instructions: Answer all the questions listed below. Write your answers in the
sheet provided in the next page.

1. What are the 5S? (5 points)

2. What are the benefits of 5S? (5 points)
3. What are the three stages of 5S implementation? (3 points)
4. What are the steps for 5S planning? (7 points)
5. Name two methods to recognize or collect data about the current condition of a
work place. (2 points)

Note: Satisfactory rating - 11 points Unsatisfactory - below 11 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet
Score = ___________
Rating: ____________

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 Name: _________________________ Date: _______________

1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2.________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

3.________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

4.________________________________________________________________

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5.________________________________________________________________

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________________________________________________________________
Information Sheet 3 Junior Kaizen Promotion Team (KPT)

3. Junior Kaizen Promotion Team (KPT)

3.1 Basics of KPT
The QCC method is a Japanese-made institutional development tool by which
employees continuously strive for improvement in their work. It enhances people’s

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 problem-solving skills as a leading management policy in all types of organization.
QC Circles are small groups consisting of front-line employees who continually and
collectively find a problem and discuss on alternative remedies to control and
improve the quality of their work, products and services.

Packing section workers as members of

QCC
QCC are formed by a small group between three and ten members who do the same
or similar work, voluntarily meeting together regularly for about an hour per week in
paid time, usually under the leadership of their own supervisor, and trained to
identify, analyze, and solve some of the problems in their work, presenting solutions
to management, and where possible, implementing the solutions themselves.

QCCs solve problems autonomously related to workplace such as problems of

quality, cost, morale, safety etc. QCCs use several kaizen tools like QC 7 tools
(Pareto diagram, Fishbone diagram etc), 5S, Brainstorming, Why-Why Approach,
5W1H etc. Activities of QC Circle are to learn through QC Circle, to manage the work
place (workplace rules, standards, 5s…) and solve problems at the work
places.
3.2 Aims and Benefits of KPT
 To develop members capabilities.
 To make the workplace more pleasant, vital and satisfying.
 To improve customer satisfaction and contribute to society.
 To create good workers relationship or team spirit through close discussion.
 To develop recognition of importance of work and raise responsibility.
 To establish discipline in workplace and do proper work by reducing mistakes.

3.3 The Principles of KPT

 Every job is capable of being improved.
 People do not resist change, they resist being externally changed.
 Every employee is capable of attaining excellence in his work & the basic
ability to improve the job.
 People like to improve their job and derive satisfaction out of it provided they
are involved through human touch, recognition & reward.
 People like to participate in groups and crave for attention.
 People have integrity and can be highly creative.
 A man who does the job knows best about the job at least they know the
problems of the job.

3.4 The structure and role of the components of KPT

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 QCC/KPT structure is governed by unique conditions and eventually, integrated and
the concept woven in the fabric of company’s total operations as way of life.

Role of Promotion committees/Kaizen Core Team

 Set clear policy and goal for QCC/KPT program in the company.
 Establish operational guidelines & plans (master plan, plan on how to monitor,
evaluate & recognize the exemplary performance of QCC leaders, members)
 Follow the condition of QCC.
 Give guidance, support, and cooperate actively.
 Coordination of QCC activities in the company.
 Formulate a budget for the program and identify sources of funds.
 Define qualifications and functions of facilitators (section committees).
 Evaluate the overall status of the QC Circle program, including training,
rewards and recognition, promotional activities at least once a year using
criteria and give advice as needed.
 Formulate corrective and preventive actions based on findings in the
evaluation.

Role of Section committees/ facilitators

 Provide active support to the QCC & motivate QCC leaders & members.
 Organizes training courses & programs for new QCC.
 Organize QCC presentations.
 Coordinate and ensure availability of facilities to all QCC.
 Act as a counsellor to Promotion committee and QCC leaders.
 It implements the policies and plans formulated by the Promotion Committee.
 It handles all paperwork and maintains records like the QC Circle registry,
minutes of meetings, and QC Circle cases.
 It organizes promotional activities like competitions and visits to other
companies with QC Circles.
 Each department selects one to three facilitators, depending on the size of the
company.
 In the beginning, one facilitator is usually assigned to three QC Circles.
 The QC Circle leaders call on the facilitator when they need support during
meetings.

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 Role of Leader
 Conducting QC Circle meetings & direct activities of QC circle.
 Make clear the purpose of the QC circle’s activities.
 Perform as a member in the QC circle activities.
 Maintain good atmosphere in which all members can express
their opinions.
 Establish annual activity plan.
 Encouraging members
 Train next leader.
 Participating in industry-wide conventions.
 Studying about QC Circle activities and disseminating the knowledge.
 Seeking advise and support from the QCC Office on behalf of its members
 Manage QC circle activities with appropriately assigning roles to all the
members.

Member's role
 Follow the workplace rule and discipline.
 Members listen to each other at all times.
 Participate and speak actively in QC Circle meeting.
 Perform and be responsible to assigned activity.
 Cooperate with other members.
 Arrive at meetings on time.

3.5 Stages of KPT

The development of KPT in Ethiopia by EKI follows four stages of Kaizen
implementation junior to medium, high level and lead QCCs/KPTs.

3.5.1 Junior KPT

Junior KPT implement the first level Kaizen which consists of understanding basics
of Kaizen, organizing Kaizen Promotion Teams (KPT) and introducing simple Kaizen
technical tools (5S, waste/Muda elimination tools). The KPT at this stage develop
their Kaizen knowledge, skill and attitude and become able to create an organized
and pleasant work place.

3.5.2 Middle/Medium KPT

Medium level KPT implement the second Level Kaizen that includes some
advanced Kaizen tools and systems such as Total Quality Control (CWQC),
preparing Standard Operation Procedures (SOP), using Basic Industrial Engineering
techniques, Quality Control Tools (7QC Tools) and QC Story line. The KPT at this

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 stage will develop their statistical, analytical and technical Kaizen knowledge and
can solve work related problems autonomously.

3.5.3 Higher KPT

The more advanced third Kaizen level is implemented by High level KPTs that
consists of having the understanding of Kaizen knowledge related to Toyota
Production System, Total Productive maintenance, Total Quality Management, Value
Engineering and/or Value Stream Mapping, Industrial Engineering tools, policy
deployment and more complex analytical tools and skills.

3.5.4 Lead KPT

Lead KPT are most developed KPT which can implement the fourth and highest
level of Kaizen. This KPT can develop advanced management system, principles,
models and innovations based on accumulated experiences and best practices.

Quality Circle in a Nutshell

3.6 Establish Junior KPT

3.6.1 QC Circle Introduction Process

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 3.6.2 Implementation - Launch of a Pilot Circle
QCC program are tried on a small scale for prior experience. First-line supervisors
start on a voluntary basis so as to encourage their subordinates too. The
implementation stage consists of eight steps:

3.6.3 Sustaining QC Circle Activities

Implementation of a Company-wide QCC Program based on pilot experience, more
Circles are organized depending on Steering Committee plans following the same
training procedures.

3.7 Method of communication in a team

Teamwork can provide a real opportunity for people to work together to achieve
improvement. People who work on their own are often unfamiliar with the work that is
done even by people who work quite near to them: as a result they are unaware of

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 the consequences of poor quality in the work they themselves do. Bringing people
together in teams, with a common goal of improvement, aids communication
between departmental or functional activities. Teamwork slowly breaks down the
communication barriers and acts as a platform for change. Communication is part of
the cement that holds together the bricks of Kaizen processes supporting the
principle of people-based management.

To communicate properly, it is necessary to focus on the receiver of the message.

Communication is very much a two-way process. For successful communication, you
need to build credibility into the message and in the person giving the message.
Anything that detracts from this does damage to both. Teamwork also enables a
group of people to work as a task force, looking at cross-functional problems, or as
an action team, solving local problems, in order to identify and adopt new ways of
doing things.

Effective communication: is an essential facet of people management. For

business success, regular, two-way communication, particularly face to face with
employees and team members, is an important factor in establishing trust and a
feeling of being valued. Two-way communication is regarded as both a core
management competency and as a key management responsibility. For example, a
typical list of management responsibilities for effective communication is to:
 Regularly meet all the members.
 Ensure people are briefed on key issues in a language free of technical
jargon.
 Communicate honestly and as fully as possible on all issues which affect the
employees.
 Encourage team members/employees to discuss company issues and give
upward feedback.
 Ensure issues from team members/employees are fed back to senior
managers and timely replies given.

Brainstorming: Brainstorming is a method of getting a group of people to generate

a lot of ideas in a short space of time without assessing their value. Group thinking
usually produces more ideas than individual thinking. It is used in teams, when trying
to identify possible root causes or when seeking solution to a problem. Brainstorming
can also be used when deciding what problem or improvement activity to work on,
and when planning the steps of a project.

Brainstorming is a technique that was developed in 1930 by Alex Osborne as a way

of encouraging groups to be more creative with their ideas. It is important to
recognize that there are barriers to creative thinking. One is the tendency to assume
that the way things have always been done is the only way they can be done. We
often hear people say, “Yes, but we’ve always done it this way!” Another barrier is
the fear of looking foolish. This fear limits our range of contribution—to things that
are safe and conventional—and leads to our giving the expected answer. A third
barrier is the tendency to make hasty judgment on what is said, without careful
consideration. How many ideas get thrown in the waste bin without anyone really
thinking about them and trying them, merely because they initially seem impractical,
impossible, or crazy? A fourth barrier is the commonly held view that there is always

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 one right solution to every problem. This leads people to look for the obvious and
logical answer rather than the less obvious, creative solution.

Brainstorming seems very simple. It works best when the team meeting is informal.
To help this there are eight basic rules:
1. Keep the meeting relaxed.
2. Select a leader to write the ideas on a flip chart.
3. Involve the right people in the team.
4. Define the problem clearly. You will need to check that everyone present has
the same understanding of the problem. This can be difficult to achieve in
practice. A useful first stage of any brainstorm could involve a brief discussion
of the problem before a definition is agreed.
5. Generate as many ideas as possible without discussion or evaluation. The
more creative ideas the better. There are two main ways of doing this. The
first is simply to invite people to contribute and write the ideas down as they
are suggested. This is called the 'free wheeling' method. The second is to go
round the room asking each person in turn for his or her contribution. This is
called the 'round robin' method.
6. Encourage everyone to contribute. This is best done by beginning the session
with a trivial example, such as 'uses of a paper cup', to get everyone started
before moving on to the question in hand.
7. Write down every idea. There should be no censorship and there is no such
thing as a bad idea. Sometimes strange ideas open up a new area of thought.
Build on other people’s ideas.
8. Following the brainstorm, a technique such as list reduction method should be
used to reduce the brainstormed list to manageable proportions.
9. Don’t criticize other people’s ideas.
10. Every member should speak freely, there are no dumb ideas.

Benefits of brainstorming: by encouraging everyone to contribute, brainstorming

breaks down barriers between departments and levels of hierarchy. It therefore
allows everyone to contribute equally to the team. Brainstorming encourages
cooperative and collaborative behavior and is also useful in the development of
group work skills. Remember that brainstorming involves collecting people's ideas
and opinions and that it might be necessary to collect data following the brainstorm
to allow any decisions to be taken on the basis of fact.

3.8 Concept and parts of Kaizen board

Kaizen board is a bulletin board set up at a workplace or in a publicly accessible
place in the factory or the company in order to disseminate information about the
Kaizen activities at the workplace and the company. Information put up on the board
includes various Kaizen-related news and announcements, either company-wide one
or particular workplace related. A summary of QC Circle activity result can be
posted. It is a means of management -employee communication. Information sharing
in this manner helps foster employees' sense of participation, recognition and
motivation in Kaizen activities.

Every working team or KPT has to prepare and use a Kaizen board. This
encourages for the teams to work “as independent as possible” and transform their
ideas to improvements. As long as every team uses a Kaizen board, it becomes also

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 easy for the management to be informed at any time, just by walking around and
checking the information on the board. In general a Kaizen board is important for:
 Continuous Kaizen activity in a company or organization.
 Participation of all employees during Kaizen activity through Suggestion
system.
 Employees including management to know about Kaizen performance in their
work area or organization.
 Employees and management to know about production plans and
performance.

The size of a Kaizen board should be 2 times a flip chart paper. It has four corners or
parts depending on the information displayed.

 The “staff performance corner” shows the actual performance of the staff and
the gabs and training needs. The staff performance can be shown on the
Kaizen board using different colors such as red for low performer, blue for
average performer, and green for best performer.
 The “Kaizen plans & results corner” shows the results generated from
implementing Kaizen activities. Improvement graphs can be displayed and
should be updated regularly at least on weekly basis. If the results are below
the planned target, the team has to discuss and find the root cause and
implement solution.
 The “suggested problems corner” is the place where every team members’
ideas or identified problems are posted. The posted problems have to be
discussed and solved by the teams and the solutions should be displayed on
the next corner i.e. “suggested solutions corner”.
 The “suggested solutions corner” displays the solutions suggested for known
problems. And the solution ideas have to be implemented and the results
achieved have to be shown on the “Kaizen results corner”.

Self-Check 3 Written Test

Instructions: Read the following questions and write your answers in the
answer sheet provided:
1. What are QCC or KPT? ( 3 points)

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 2. Describe the aims and benefits of QCC /KPT? (6 points)
3. What are the principles of QCC/KPT? (5 points)
4. Show by a diagram the structure of QCC/KPT? (5 points)
5. What are the roles of the components of QCC or KPT? ( 10 points)
6. What are the four stages of KPT categorized by EKI? ( 4 points)
7. What is a Kaizen board? (3 points)

Note: Satisfactory rating - 18 points Unsatisfactory - below 18 points

Score = ___________
You can ask you teacher for the copy of the correct answers.
Answer Sheet Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

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1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2. _______________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

4. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

5. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

6. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

7. ________________________________________________________________

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 ________________________________________________________________

________________________________________________________________

________________________________________________________________

____________________________________________
Operation Sheet 1 Recognition of current situation before implementing 5S

Use 5S checklist

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 Photography
(1) Fixed-point Observation Type: Fix the location of your camera and do photo
shoots at the same place both before and after 5S.

(2) Random Type: take photos of places randomly that need 5S implementation.

Operation Sheet 2 Preparing plan for 5S implementation

1) 5S promotion plan (sample)

The following template can be used to prepare a plan for 5S implementation.

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 2) This template can be used to prepare plan for 5S.
Activities Timing
Week Week 2 Week 3 Week Week Week Week Week
1 4 5 6 7 8
Establish KPT
Recognition of
current place
Decide target
areas
Set goal
etc

Operation Sheet 3 Prepare Kaizen board

Materials
 Chip wood

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  measuring tape
 Sponge
 nails
 hook
 Cloth
 Others

Size is two times flip chart

Materials needed when using Kaizen board
 Pins: green, red, and blue - (red for low performer, blue for average
performer, and green for best performer).
 Markers
 Problem and solution formats
 Plaster
 Papers

LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

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 Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks.

Task 1: Using the given 5S check list, study the current situation of your workshop.

Task 2: Using the given template, prepare plan for 5S implementation in your
workshop.

Task 3: Make a Kaizen board and make it ready for use.

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 List of Reference Materials

 KAIZEN: The Key to Japan’s Competitive Success (1986

 5S for operators (1995)
 Ethiopian Kaizen Manual (2011)
 Journals/publications/magazine

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 Instruction Sheet Learning Guide #6

This learning guide is developed to provide you the necessary information regarding
the following content coverage and topics –
Prepare for work
 Job requirements
 OHS requirements
 Material preparation and selection for work

This guide will also assist you to attain the learning outcome stated in the cover
page. Specifically, upon completion of this Learning Guide, you will be able to –
 Use work instructions to determine job requirements, including method, material
and equipment.
 Read and interpret job specifications following working manual.
 Use OHS requirements, including dust and fume collection, breathing apparatus,
eye and ear personal protection throughout the work.
 Select and prepare materials for work which are appropriate to application.
 Identify and check safety equipment and tools for safe and effective operation.

Learning Instructions:
9. Read the specific objectives of this Learning Guide.
10. Follow the instructions described in number 3 to 16.
11. Read the information written in the “Information Sheets 1”. Try to understand
what are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
12. Accomplish the “Self-check 1” in page 7.
13. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 1).
14. If you earned a satisfactory evaluation proceed to “Information Sheet 2”.
However, if your rating is unsatisfactory, see your trainer for further instructions or
go back to Information sheet 1.
15. Submit your accomplished Self-check. This will form part of your training
portfolio.
16. Read the information written in the “Information Sheet 2”. Try to understand what
are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
17. Accomplish the “Self-check 2” in page 15.
18. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 2).

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 Information Sheet-1 Job Requirements

1. Job Requirements
A Job can be defined as:
 A piece of work, especially a specific task done as part of the routine of
one's occupation or for an agreed price.
 A post of employment; full-time or part-time position
 Anything a person is expected or obliged to do; duty; responsibility
 An affair, matter, occurrence, or state of affairs.
 The material, project, assignment, etc., being worked upon.
 The process or requirements, details, etc., of working.
 The execution or performance of a task.

The requirements for a job vary according to the nature of the job itself. However, a
certain work ethic must be cultivated to succeed in any job and this is fundamental to
an individual’s sense of himself as a worker, as part of production relations and a
fundamental economic being. The basic requirements for a job remain the same no
matter what the job is, where it is located or what professional and educational
qualifications are required for it. These are as follows:

Discipline: Nothing is possible without discipline. Any job requires a fundamental

core of discipline from the worker or the employee and this is a quality which is
independent of age, post, stature, job and so on. Discipline is absolutely
indispensable and provides the impetus for work that can be strenuous, repetitive,
boring and even unsatisfactory at times.

Enthusiasm: Enthusiasm for work is also a pre-requisite for any job. An innate love
for the job, which in modern parlance is known as job satisfaction, is a core
requirement for any job. The drive to succeed, to innovate, to do well and to make
one’s profession into one’s livelihood is a critical drive which needs to be present in
the employee or cultivated as soon as possible. No job, however perfectly carried
out, can evoke the feeling of satisfaction of a job well done without the instinct for
success.

Qualifications: This is a more material, tactile need for a job which can be conveyed
through degrees and certificates. However education is not limited to what is taught
in colleges or vocational training courses. It is the burning desire to learn more, to
reach the depths of knowledge about a particular field of interest, to complete the job
and learn from it that marks the true enthusiast and the truly learned.

Soft Skills: Soft skills include those skills which ensure that a job is executed well,
and the employee can carry himself in the proper manner too. For example, good
and smooth communication, computer skills, proficiency in language if needed,
presentable appearance, the ability to manage crises are all soft skills which are
fundamentally important in any job and which must be cultivated consciously.

Thus, the requirements of a job, though specific to it, cover also a general spectrum.
These make for better employees and better individuals.

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 2. Work Instruction

Information about the work

 Describe what workers need to be able to do on the job
 Work functions
 Key activities of each work function
 Performance indicators
 Describe what task to be done or work roles in a certain occupation

Work instruction is a description of the specific tasks and activities within

an organization. A work instruction in a business will generally outline all of the
different jobs needed for the operation of the firm in great detail and is a
key element to running a business smoothly.

In other words it is a document containing detailed instructions that specify exactly

what steps to follow to carry out an activity. It contains much more detail than
a Procedure and is only created if very detailed instructions are needed. For
example, describing precisely how a Request for Change record is created in
the Change Management software support tool.

3. Procedures vs. Work Instructions

Many people confuse “procedures” with “work instructions”. In fact, most people
write work instructions and call them procedures. Knowing the differences of
procedures vs work instructions can help you understand the documentation process
much better and, therefore, procedure documentation.

Procedures describe a process, while a work instruction describes how to perform

the conversion itself. Process descriptions include details about the inputs, what
conversion takes place (of inputs into outputs), the outputs, and the feedback
necessary to ensure consistent results. The PDCA process approach (Plan, Do,
Check, Act) is used to capture the relevant information.

Questions that need to be answered in a procedure include:

 Where do the inputs come from (suppliers)?
 Where do the outputs go (customers)?
 Who performs what action when (responsibilities)?
 How do you know when you have done it right (effectiveness criteria)?
 What feedback should be captured (metrics)?
 How do we communicate results (charts, graphs and reports)?
 What laws (regulations) or standards apply (e.g., ISO 9001, 8th EU Directive,
IFRS, Sarbanes-Oxley)?

4. Job Specification
A statement of employee/workers characteristics and qualifications required for
satisfactory performance of defined duties and tasks comprising a
specific job or function.

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 Specification Sample

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 Self-Check 1 Written Test

Directions: Answer all the questions listed below. Use the Answer sheet provided
in the next page:

9. What is the meaning of job? (2 points)

10. List the requirements of job. (5 points)
11. What is the meaning of work? (2 points)
12. Describe work instruction in your own words. (5 points)
13. Explain the difference between procedure and work instruction? (5 points)
14. Define job specification? (3 points)
15. Prepare specification samples. (10 points)

Note: Satisfactory rating - 16 points Unsatisfactory - below 16 points

You can ask you teacher for the copy of the correct answers.
Answer Sheet
Score = ___________
Rating: ____________
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 Name: _________________________ Date: _______________

Short Answer Questions

9. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

10. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

11. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

12. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

13. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

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 14. ________________________________________________________________

________________________________________________________________

________________________________________________________________

15. ________________________________________________________________
_

________________________________________________________________

_________________________________________________________________
_

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 Information Sheet 2 OHS Requirements

1. OHS Requirements
OHS requirements are legislation/regulations/codes of practice and enterprise safety
policies and procedures. This may include protective clothing and equipment, use of
tooling and equipment, workplace environment and safety, handling of material, use
of firefighting equipment, enterprise first aid, hazard control and hazardous materials
and substances.

Personal protective equipment include those prescribed under legislation/

regulations/codes of practice and workplace policies and practices. Safe operating
procedures include the conduct of operational risk assessment and treatments
associated with workplace organization. Emergency procedures include emergency
shutdown and stopping of equipment, extinguishing fires, enterprise first aid
requirements and site evacuation.

Occupational safety and health (OSH) also commonly referred to as occupational

health and safety (OHS) or workplace health and safety (WHS) is an area concerned
with the safety, health and welfare of people engaged in work or employment. The
goals of occupational safety and health programs include fostering a safe and
healthy work environment. OSH may also protect co-workers, family members,
employers, customers, and many others who might be affected by the workplace
environment. In the United States the term occupational health and safety is referred
to as occupational health and occupational and non-occupational safety and includes
safety for activities outside work.

Occupational safety and health can be important for moral, legal, and financial
reasons. In common-law jurisdictions, employers have a common law duty (reflecting
an underlying moral obligation) to take reasonable care for the safety of their
employees. Statute law may build upon this to impose additional general duties,
introduce specific duties and create government bodies with powers to regulate
workplace safety issues: details of this will vary from jurisdiction to jurisdiction. Good
OSH practices can also reduce employee injury and illness related costs, including
medical care, sick leave and disability benefit costs.

As defined by the World Health Organization (WHO) "occupational health deals with
all aspects of health and safety in the workplace and has a strong focus on primary
prevention of hazards." Health has been defined as "a state of complete physical,
mental and social well-being and not merely the absence of disease or infirmity.
Occupational health is a multidisciplinary field of healthcare concerned with enabling
an individual to undertake their occupation, in the way that causes least harm to their
health. It contrasts, for example, with the promotion of health and safety at work,
which is concerned with preventing harm from any incidental hazards, arising in the
workplace.

Since 1950, the International Labour Organization (ILO) and the World Health
Organization (WHO) have shared a common definition of occupational health. It was

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 adopted by the Joint ILO/WHO Committee on Occupational Health at its first session
in 1950 and revised at its twelfth session in 1995. The definition reads: "The main
focus in occupational health is on three different objectives: (i) the maintenance and
promotion of workers’ health and working capacity; (ii) the improvement of working
environment and work to become conducive to safety and health and (iii)
development of work organizations and working cultures in a direction which
supports health and safety at work and in doing so also promotes a positive social
climate and smooth operation and may enhance productivity of the undertakings.
The concept of working culture is intended in this context to mean a reflection of the
essential value systems adopted by the undertaking concerned. Such a culture is
reflected in practice in the managerial systems, personnel policy, principles for
participation, training policies and quality management of the undertaking."

Joint ILO/WHO Committee on Occupational Health: those in the field of occupational

health come from a wide range of disciplines and professions including medicine,
psychology, epidemiology, physiotherapy and rehabilitation, occupational,
occupational medicine, human factors and ergonomics, and many others.
Professionals advise on a broad range of occupational health matters. These
include how to avoid particular pre-existing conditions causing a problem in the
occupation, correct posture for the work, frequency of rest breaks, preventative
action that can be undertaken, and so forth.

"Occupational health should aim at: the promotion and maintenance of the highest
degree of physical, mental and social well-being of workers in all occupations; the
prevention amongst workers of departures from health caused by their working
conditions; the protection of workers in their employment from risks resulting from
factors adverse to health; the placing and maintenance of the worker in an
occupational environment adapted to his physiological and psychological
capabilities; and, to summarize, the adaptation of work to man and of each man to
his job.

2. History

Harry McShane, age 16, 1908. Pulled into machinery in a factory in Cincinnati and
had his arm ripped off at the shoulder and his leg broken without any compensation.
The research and regulation of occupational safety and health are a relatively recent
phenomenon. As labor movements arose in response to worker concerns in the
wake of the industrial revolution, worker's health entered consideration as a labor-
related issue.

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 In 1833, HM Factory Inspectorate was formed in the United Kingdom with a remit to
inspect factories and ensure the prevention of injury to child textile workers. In 1840
a Royal Commission published its findings on the state of conditions for the workers
of the mining industry that documented the appallingly dangerous environment that
they had to work in and the high frequency of accidents. The commission sparked
public outrage which resulted in the Mines Act of 1842. The act set up an
inspectorate for mines and collieries which resulted in many prosecutions and safety
improvements, and by 1850, inspectors were able to enter and inspect premises at
their discretion.

Otto von Bismarck inaugurated the first social insurance legislation in 1883 and the
first worker's compensation law in 1884 – the first of their kind in the Western world.
Similar acts followed in other countries, partly in response to labor unrest.

3. Workplace hazards
Although work provides many economic and other benefits, a wide array of
workplace hazards also present risks to the health and safety of people at work.
These include "chemicals, biological agents, physical factors, adverse ergonomic
conditions, allergens, a complex network of safety risks," and a broad range of
psychosocial risk factors.

Physical and mechanical hazards

At-risk workers without appropriate safety equipment

Physical hazards are a common source of injuries in many industries. They are
perhaps unavoidable in certain industries, such as construction and mining, but over
time people have developed safety methods and procedures to manage the risks of
physical danger in the workplace. Employment of children may pose special
problems. Falls are a common cause of occupational injuries and fatalities,
especially in construction, extraction, transportation, healthcare, and building
cleaning and maintenance.

An engineering workshop specializing in the fabrication and welding of components

has to follow the Personal Protective Equipment (PPE) at work regulations 1992. It is
an employer’s/workers duty to provide ‘all equipment (including clothing affording
protection against the weather) which is intended to be worn or held by a person at
work which protects him against one or more risks to his health and safety’. In a
fabrication and welding workshop an employer would be required to provide face and
eye protection, safety footwear, overalls and other necessary PPE.

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 Machines are commonplace in many industries, including manufacturing, mining,
construction and agriculture, and can be dangerous to workers. Many machines
involve moving parts, sharp edges, hot surfaces and other hazards with the potential
to crush, burn, cut, shear, stab or otherwise strike or wound workers if used unsafely.
Various safety measures exist to minimize these hazards, including lockout-tag out
procedures for machine maintenance and roll over protection systems for vehicles.

According to the United States Bureau of Labor Statistics, machine-related injuries

were responsible for 64,170 cases that required days away from work in 2008. More
than a quarter of these cases required more than 31 days spent away from work.
That same year, machines were the primary or secondary source of over 600 work-
related fatalities. Machines are also often involved indirectly in worker deaths and
injuries, such as in cases in which a worker slips and falls, possibly upon a sharp or
pointed object.

The transportation sector bears many risks for the health of commercial drivers, too,
for example from vibration, long periods of sitting, work stress and exhaustion. These
problems occur in Europe but in other parts of the world the situation is even worse.
More drivers die in accidents due to security defects in vehicles. Long waiting times
at borders cause that drivers are away from home and family much longer and even
increase the risk of HIV infections.

Confined spaces also present a work hazard. The National Institute of Occupational
Safety and Health defines "confined space" as having limited openings for entry and
exit and unfavorable natural ventilation, and which is not intended for continuous
employee occupancy. Spaces of this kind can include storage tanks, ship
compartments, sewers, and pipelines. Confined spaces can pose a hazard not just
to workers, but also to people who try to rescue them.

Noise also presents a fairly common workplace hazard: occupational hearing loss is
the most common work-related injury in the United States, with 22 million workers
exposed to hazardous noise levels at work and an estimated $242 million spent
annually on worker's compensation for hearing loss disability. Noise is not the only
source of occupational hearing loss; exposure to chemicals such as aromatic
solvents and metals including lead, arsenic, and mercury can also cause hearing
loss.

Temperature extremes can also pose a danger to workers. Heat stress can
cause heat stroke, exhaustion, cramps, and rashes. Heat can also fog up safety
glasses or cause sweaty palms or dizziness, all of which increase the risk of other
injuries. Workers near hot surfaces or steam also are at risk for burns.
Dehydration may also result from overexposure to heat. Cold stress also poses a
danger to many workers. Over-exposure to cold conditions or extreme cold can lead
to hypothermia, frostbite, trench foot, or chilblains.

Electricity poses a danger to many workers. Electrical injuries can be divided into
four types: fatal electrocution, electric shock, burns, and falls caused by contact with
electric energy.

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 Vibrating machinery, lighting, and air pressure (high or low) can also cause work-
related illness and injury. Asphyxiation is another potential work hazard in certain
situations. Musculoskeletal are avoided by the employment of good ergonomic
design and the reduction of repeated strenuous movements or lifts. Ionizing (alpha,
beta, gamma, X, neutron), and non-ionizing radiation (microwave, intense IR, RF,
UV, laser at visible and non-visible wavelengths), can also be a potent hazard

In Victoria, workplace health and safety is governed by a system of laws, regulations

and compliance codes which set out the responsibilities of employers and workers to
ensure that safety is maintained at work.

The Act
The Occupational Health and Safety Act 2004 (the Act) is the cornerstone of
legislative and administrative measures to improve occupational health and safety in
Victoria.

The Act sets out the key principles, duties and rights in relation to occupational
health and safety. The general nature of the duties imposed by the Act means that
they cover a very wide variety of circumstances, do not readily date and provide
considerable flexibility for a duty holder to determine what needs to be done to
comply.

The Regulations
The Occupational Health and Safety Regulations 2007 are made under the Act.
They specify the ways duties imposed by the Act must be performed, or prescribe
procedural or administrative matters to support the Act, such as requiring licenses for
specific activities, keeping records, or notifying certain matters.

Guidance
Effective OHS regulation requires that Work Safe provides clear, accessible advice
and guidance about what constitutes compliance with the Act and Regulations. This
can be achieved through Compliance Codes, Work Safe Positions and non-statutory
guidance ("the OHS compliance framework"). For a detailed explanation of the OHS
compliance framework, see the Victorian Occupational Health and Safety
Compliance Framework Handbook.

Policy
Not every term in the legislation is defined or explained in detail. Also, sometimes
new circumstances arise (like increases in non-standard forms of employment, such
as casual, labour hire and contract work, or completely new industries with new
technologies which produce new hazards and risks) which could potentially impact
on the reach of the law, or its effective administration by Work Safe. Therefore, from
time to time Work Safe must make decisions about how it will interpret something
that is referred to in legislation, or act on a particular issue, to ensure clarity. In these
circumstances, Work Safe will develop a policy. A policy is a statement of what Work
Safe understands something to mean, or what Work Safe will do in certain
circumstances.

Self-Check 2 Written Test

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 Instructions: Answer all the questions listed below. Illustrations may be necessary
to aid some explanations/answers. Write your answers in the sheet
provided in the next page.

1. What is OHS represents for (2 point)

2. What is OSH represents for? (1 point)
3. What is WHS represents for? (1 point)
4. What are the goals of OHS? (2 points)
5. List some examples of OHS requirements in your work areas. (10 points)
6. List at least four workplace hazards? (4 points)

Note: Satisfactory rating - 12 points Unsatisfactory – below 12 points

You can ask your trainer for the copy of the correct answers.
Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. _______________________________________________________________
_

_______________________________________________________________
_

_______________________________________________________________
_

2. _______________________________________________________________
_

_______________________________________________________________
_

_______________________________________________________________
_

_______________________________________________________________
_

3. _______________________________________________________________
_

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 _______________________________________________________________
_

_______________________________________________________________
_

4. _______________________________________________________________
_

_______________________________________________________________
_

_______________________________________________________________
_

_______________________________________________________________
_

5. _______________________________________________________________
_

_______________________________________________________________
_

_______________________________________________________________

_______________________________________________________________
_

6. _______________________________________________________________

_______________________________________________________________
_

_______________________________________________________________

_______________________________________________________________
_

Information Sheet 3 Material preparation and selection for work

Tools and materials used to implement Sort activity

Tools and materials are required to implement sort, set in order and shine activities
in work stations. The following are some tools and materials used to implement the
first pillar of 5S-Sort.
● red tags sticker
● hook nails
● shelves chip wood
● sponge broom

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 ● pencil shadow board/ tools board
● formats (for recording necessary
and unnecessary items, plans etc…)

Tools and materials used to implement set in order

The following are some tools and materials used to implement the second pillar of
5S-Set in order.

Tools and materials used to implement shine

The following are some tools and materials used to implement the third pillar of 5S-
Shine.
● Sponge oil
● Broom detergent s
● Brush spade
● vacuum cleaner bolts
● garbage containers floor scrubber cleaning Pads
● screws etc…

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 Self-Check 3 Written Test

Instructions: Perform the following tasks. Write your answers in the answer sheet
provided:
1. List at least five me tools and materials used to implement Sort. (5 points)

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 2. List at least six tools and materials used to implement Set in order. (6 points)
3. List at least seven tools and materials used to implement Shine. (7 points)

Note: Satisfactory rating - 10 points Unsatisfactory - below 10 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

Short Answer Questions

1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________
_

3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

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 Operation Sheet 1 Prepare tools and materials for implementing 3S

1. Discuss and plan to prepare materials for 3S implementation

2. Prepare tools and materials for implementing sort
● red tags sticker
● hook nails
● shelves chip wood
● sponge broom
● pencil shadow board/ tools board
● formats (for recording necessary
and unnecessary items, plans etc…)

3. Prepare tools and materials for implementing set in order

Prepare tools and materials for implementing shine

● sponge
● broom
● detergent s
● brush
● spade
● vacuum cleaner
● oil
● bolts
● garbage containers
● floor scrubber cleaning Pads
● screws etc…

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 LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks.
Task 1: Identify and prepare tools and materials for implementing sort activity.
Task 2: Identify and prepare tools and materials to implement set in order.
Task 3: Identify and prepare tools and materials to implement shine activity.

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 Logo Name of Institution

Apply 3S
NTQF Level I

Unit of Competence: Apply 3S

Module Title: Applying 3S
LG Code: M01 LO3-7
TTLM Code: TTLM 0919v1

LG07: Sort items

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 Instruction Sheet LG07: Sort items

This learning guide is developed to provide you the necessary information regarding
the following content coverage and topics –
 The first pillar of 5S - Sort

This guide will also assist you to attain the learning outcome stated in the cover
page. Specifically, upon completion of this Learning Guide, you will be able to –
 Prepare plan for implementing sorting activities.
 Perform cleaning activities, in parallel.
 Identify all items in the work area following procedures.
 List necessary and unnecessary items using the appropriate format.
 Use red tag strategy for unnecessary items.
 Evaluate and place unnecessary items in an appropriate place other than the
workplace.
 Record and quantify necessary items using appropriate format.
 Report performance results using appropriate formats.
 Regularly check necessary items in the work area.

Learning Instructions:
19. Read the specific objectives of this Learning Guide.
20. Follow the instructions described in number 3 to 8.
21. Read the information written in the “Information Sheets 1”. Try to understand
what are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
22. Accomplish the “Self-check 1” in page 13.
23. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 1).
24. If you earned a satisfactory evaluation proceed to “Operation Sheet 1” in page
16; However, if your rating is unsatisfactory, see your trainer for further
instructions or go back to Information sheet 1.
25. Read the “Operation Sheet 1” and try to understand the procedures discussed.
26. Do the “LAP test” in page 20 (if you are ready). Request your trainer to evaluate
your performance and outputs. Your trainer will give you feedback and the
evaluation will be either satisfactory or unsatisfactory. If unsatisfactory, your
trainer shall advice you on additional work. But if satisfactory you can proceed to
Learning outcome #4.

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 Information Sheet-1 The first pillar of 5S - Sort

1. Explanation of the first pillar - Sort

1.1 Definition of Sort
Sort, the first pillar of 5S, means classifying items in the workplace in to two
categories – necessary and unnecessary - and removing all the unnecessary items
that are not needed for current operations. It corresponds to the just in time (JIT)
principle of “only what is needed, only in the amount needed, and only when it is
needed.” The workplace is full of unused machines, jigs, dies, rejects, work-in-
process, raw materials, supplies, parts, shelves, containers, desks, workbenches,
files, carts, racks, pallets and other items.

People tend to hang onto parts, thinking that they may be needed for the next time.
They see an inappropriate machine or equipment and think that they will use it
somehow. In this way, inventory and equipment tend to accumulate and get in the
way of everyday activities. This leads to a massive build of waste in companywide or
in the whole workshop. An easy rule is to remove anything that will not be used
within the next 30 days. A ceiling on the number of necessary items should be
established.

Red-tag holding area can also help to evaluate the need of an item instead of simply
getting rid of it. This greatly reduces the risk of disposing of an item that is needed
later that will be explained in detail in the next contents.

1.2 Benefits of sort activity

Implementing this first pillar creates a work environment in which space, time,
money, energy, and other resources can be managed and used most effectively.
Sorting can lead to a much safer workplace. By clearing out the items you no longer
need, people will have more room to work and things like trip hazards and items
falling off shelves will be greatly reduced. Sorting also improves work flow since
there is less clutter to deal with and will most definitely increase productivity in both
production and office environments.

Problems and annoyances in the work flow are reduced, communication between
workers is improved, and product quality is increased, and productivity is enhanced.
If the first pillar is not well implemented, the following types of problems occur:
1. The factory or a workshop becomes increasingly crowded and hard to work in.
2. Unnecessary lockers, shelves, cabinets and items make communication
between employees difficult.
3. Time is wasted in searching for parts and tools.
4. Increase unnecessary maintenance cost of unneeded inventory and
machinery.
5. Excess stock-on-hand hides other types of problems in production.
6. Unneeded items and equipments make it harder to improve the process flow.

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 2. Implementing sort activity
It is not always easy to identify unneeded items in a factory or workshop. Workers
seldom know how to separate items needed for current production from unnecessary
items. The following procedures will help in implementing sort activity.

2.1 Plan and procedures for sort activity

Sort activity plan sheet (sample)

Procedure for Sort activity

Step 1- Evaluate and take pictures of the work area. It’s extremely important to take
pictures during this evaluation step since referencing them after improvements
have been made can be very enlightening. To help you get started use also a 5S
evaluation form.
Step 2 - Identify and red tag the items you no longer need.
Step 3 - Decide what to do with the tagged items.

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 2.2 Record and quantify all items in the work area
The following sample formats can be used to record all necessary and unnecessary
items.

A sample format for recording all items at the workplace.

A sample format for recording necessary items at the workplace.

A sample format for recording unnecessary items in the workplace

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 2.3 Red tag strategy for unnecessary items
2.3.1 Overview of red tagging
The Red-Tag Strategy is a simple method for identifying potentially unneeded items
in the factory or workshop, evaluating their usefulness and dealing with them
appropriately. Red-tagging means putting red tags on items in the factory or
workshop that need to be evaluated as being necessary or unnecessary. A Red tag
is a red colored tag used to identify items no longer needed in a particular work area.
The red tags catch people’s attention because red is a colour that stands out. An
item with a red tag is asking three questions:
 Is this item needed?
 If it is needed, is it needed in this quantity?
 If it is needed, does it need to be located here?

Once these items are identified, they can be held in a “Red Tag Holding Area” for a
period of time to see whether they are needed, disposed of, relocated, or left exactly
where they are.

2.3.2 Red-tag Holding areas

In order to implement the red-tag strategy effectively, a red-tag holding area must be
created. A red-tag holding area is an area set aside for use in storing red-tagged
items that need further evaluation. Red-tagging is helpful when the need or
frequency of need for that item is unknown. When an item is set aside in a red-tag
holding area and watched for an agreed-upon period of time people tend to be more
ready to let it go when that time is over.

There are two red-tag holding areas: local and central holding areas. Local red-tag
holding area is used to manage the flow of red-tagged items with in a local
department or production area. Central red-tag holding area is used to manage the

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 flow of items that cannot or should not be disposed of by individual departments or
production area. Usually central red-tag holding area is used by an organization that
is launching a companywide red-tagging effort.

Red-tag Holding Area

2.3.3 Steps/procedures in Red tagging

The red-tagging process in a department or work area can be broken down into
seven steps.
Step 1: Launch the red-tag project.
Step 2: Identify the red-tag targets.
Step 3: Set red-tag criteria.
Step 4: Make red tags.
Step 5: Attach red tags.
Step 6: Evaluate red-tagged items.
Step 7: Document the results of red-tagging.

Step 1: Launch the red-tag project

Red-tag campaigns are started and coordinated by the upper-level management of a
company. Even when a red-tag campaign is companywide, local campaigns need to
be organized in each department or production area. This involves
 Organizing a team
 Organizing supplies
 Organizing a time or schedule to perform red-tagging
 Deciding a local-tag holding area
 Planning for disposal of red-tagged items

People from outside a department can be valuable members on a red-tagging team

since they tend to see the area with a fresh eye. Hence, it is helpful to partner with
other departments or production areas in creating red-tagging teams.

Step 2: Identify red-tag targets

There are two red-tag targets:
a) Items: in the manufacturing area items like inventory (warehouse and in-
process inventory), equipment, and space are targets for red tags.
Warehouse inventory include material, parts, products etc.

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 b) Areas: It is better to define a smaller area and evaluate it well than to
define a larger area and not be able to evaluate it fully in available time.

Step 3: Set red-tag criteria

As already mentioned, the most difficult thing about red-tagging is differentiating
what is needed from what is not. This issue can be managed by establishing clear-
cut criteria for what is needed in particular area and what is not. The most common
criterion is the next month’s production schedule.
 Items needed for that schedule are kept in that location.
 Items not needed for the schedule can be disposed of or stored in a separate
location.

Three main factors determine whether an item is necessary or not. These factors
are:
 The usefulness of the item to perform the work at hand. If the item isn’t
needed it should be disposed of.
 The frequency with which the item is needed. If it is needed infrequently it can
be stored away from the work area.
 The quantity of the item needed to perform this work. If it is needed in limited
quantity the excess can be disposed or stored away from the work area.
Each company must establish its own red-tagging criteria and each department may
customize this standard to meet its local needs.

Step 4: Make red-tags

Each company has specific needs for documenting and reporting the movement,
use, and value of materials, equipment, tools, inventory and products. The
company’s red tags should be designed to support this documentation process.

Various types of information on a red tag may include:

 Category: provides a general idea of the type of item (e.g., a warehouse item
or machine). Categories include raw materials, in-process inventory, products,
equipment, jigs, tools and dies.
 Item name and manufacturing number.
 Quantity: indicates the number of items included under this red tag.

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  Reason: describes why a red tag has been attached to this item.
 Division: includes the name of the division responsible for managing the red-
tagged item.
 Value: includes the value of the red-tagged item.
 Date: includes the red-tagging date.

The material used for red tags can be red paper, thick red tape, or others. Red tags
can be laminated with plastic or another material to protect them during repeated
use.

Step 5: Attach the red tags

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 The best way to carry out red-tagging is to do the whole target area quickly, if
possible, in one or two days. In fact, many companies choose to red-tag their entire
factory during a one or two day period. Red-tagging should be a short and powerful
event. You should red-tag all items you question, without evaluating what to do with
them.

Step 6: Evaluate the red-tagged items

In this step, the red-tag criteria established in step 3 are used to evaluate what to do
with red-tagged items. Options include:
 Keep the item where it is.
 Move the item to a new location in the work area.
 Store the item away from the work area.
 Hold the item in the local red-tag holding area for evaluation.
 Dispose of the item.

Disposal methods include:

 Throw it away.
 Sell it.
 Return it to the vendor.
 Lend it out.
 Distribute it to a different part of the company.
 Send it to the central red-tag holding area.

The next table shows disposal methods.

Treatment Description
Throw it Dispose of as scrap or incinerate items that are
away useless or unneeded for any purpose.
Sell Sell off to other companies items that are
useless or unneeded for any purpose.
Return Return items to the supply company.
Lend out Lend items to other sections of the company
that can use them on a temporary basis.
Distribute Distribute items to another part of the company
on a permanent basis.
Central Send items to the central red-tag holding area
red-tag for redistribution, storage, or disposal.
area

Evaluation format for red-tag items (sample)

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 Ideally, unnecessary equipment should be removed from areas where daily
production activities take place. However, large equipment and equipment or
machine attached to the floor may be expensive to move. It is sometimes better to
leave this equipment where it is unless it interferes with daily production activities or
prevents workshop improvements. Label this unneeded and difficult to move
equipment with a “freeze” red tag, which indicates that its use has been “frozen,” but
that it will remain in place for the time being.

Step 7: Document the results of red-tagging

Each company or organization needs to create its own system for logging and
tracking necessary information as red-tagging takes place. The documentation
system may involve a written logbook in each department and in the central red tag
holding area. Or it may involve entering data from the red-tags into a computer
system. Whatever the system, documenting results is an important part of the red-
tagging process. It allows the company to measure the improvement and savings
produced as a result of the red-tagging effort. As it is indicated in step 4, the red-tags
should be designed to support the documentation process.

Determine in advance approximately how many red-tags each workplace should

use. An average of four red-tags per employee should be used. This means a
workshop with 30 employees should need about 120 red tags. In addition when you
find a shelf full of items which are difficult to decide, we don’t have to be tempted to
attach one red-tag for the whole shelf. Because this can lead to confusion when we
want to dispose of these items in the shelve. Therefore, avoid this temptation and
attach individual tags to individual items.

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 When red-tagging is completed the factory or workshop is usually dotted with empty
spaces – a sign of real progress. Then the layout of equipments and worktables can
be changed to occupy the free space. Companies or organizations who think they
need to build a new factory for a production of new products/ services should first
apply the sort activity or the red-tag strategy so that they could get plenty of free
space.

2.3.4 Types of unnecessary items

Some of types of unnecessary items are:
 defective or excess quantities of small parts and inventory
 outdated or broken jigs and dies
 worn-out bits
 outdated or broken tools and inspection gear
 old rags and other cleaning supplies
 electrical equipment with broken cords
 outdated posters, signs, notices, and memos

Unused machinery or equipment Obsolete equipment

2.3.5 Places where unnecessary items accumulate

Some locations where unneeded items tend to accumulate are:
 in rooms or areas not designated for any particular purpose
 in corners next to entrances or exists
 along interior and exterior walls, next to partitions, and behind pillars.
 under the eaves of warehouses.
 under desks and shelves and in desk and cabinet drawers
 near the bottom of tall stacks of items
 on unused management and production schedule boards
 in tools boxes that are not clearly sorted

Self-Check 1 Written Test

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 Instructions: Answer all the questions listed below. Illustrations may be necessary
to aid some explanations/answers. Write your answers in the sheet
provided in the next page.

1. Give definition of the first pillar of 5S – Sort. (3 points)

2. What are the benefits of implementing sort activity? (4 points)
3. What problems occur in a workshop if sort activity is not implemented?
(6 points)
4. What are the reasons for the accumulation of unnecessary items in a
workshop? (3 points)
5. What are the procedures for sort activity? (5 points)
6. What is red-tagging strategy? (3 points)
7. What are red-tag holding areas and explain the types? (4 points)
8. List the steps of red-tagging strategy. (7 points)
9. List at least seven items that are considered as unnecessary. (7 points)
10. Name places where unnecessary items are accumulated? (6 points)

Answer Sheet Score = ___________

Rating: ____________

Name: _________________________ Date: _______________

7. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

2. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

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 3. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

4.
________________________________________________________________
_

________________________________________________________________

________________________________________________________________

________________________________________________________________

5. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

6. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

7. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

8. ________________________________________________________________

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 ________________________________________________________________

________________________________________________________________

________________________________________________________________

9. ________________________________________________________________

________________________________________________________________

________________________________________________________________

________________________________________________________________

10. ________________________________________________________________

________________________________________________________________

________________________________________________________________
_

________________________________________________________________

Operation Sheet 1 Implementing sort activity

1. Preparing plan for Sort activity

Sample plan for sort activity

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 2) Procedure for sort activity

List all items at the work place using the following sample format.

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 3) Red tagging
Steps/procedures in Red tagging
Step 1: Launch the red-tag project
Step 2: Identify red-tag targets
Step 3: Set red-tag criteria
Step 4: Make red-tags
Step 5: Attach the red tags
Step 6: Evaluate the red-tagged items
Step 7: Document the results of red-tagging

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 Sample red-tags

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 4) Record and quantify all items in the work area using the following formats.

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 5) Reporting quantitative and qualitative results gained by implementing the 1st
S – Sort using the following formats. All or some of the improvement
indicators can be used.

Quantitative Results
Record tangible/quantitative results and changes that are achieved by applying Sort
activity using the following indicators.

No Improvement Before Improvement

Indicators Kaizen Target After (%) Remark
Kaizen
1 Free floor space
2 Searching time for
tools, materials, etc
3 Transaction
made/income
generated
4 Labor saving
5 Parts saving
6 Tools& Equipment
found
7 Raw Material saving
8 Transportation/travel
9 Inventory
10 Lead time
11 Machine down time
12 Frequency of Machine

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 failure
13 Production volume per
day
14 Labour productivity
15 Delivery Time
16 Defect rate
17 Number of Customer
complaints
18 Minimized Cost of
Production

Qualitative Results
Record intangible/qualitative results and changes that are achieved by applying Sort
activity using the following indicators.
No Improvement Indicators Description of the Result
1 Knowledge of the 1st S - Sort
2 Team work
3 Morale of workers
4 Communications between workers by
removing unnecessary materials
5 Corporate culture of kaizen
6 Fatigue or stress
7 Relationship with customers
8 Awareness of safety
9 Orderliness of work place
10 Other

LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks.

Task 1: Using the given template, prepare a plan for sort activity in your workshop.

Task 2: Using the given templates, list necessary and unnecessary items.
Task 3: Make red-tags appropriate for your workshop.

Task 4: Following the procedures of sort activity, perform sort activity in the
assigned workshop.

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 Instruction Sheet LG08: Set all items in order

This learning guide is developed to provide you the necessary information regarding
the following content coverage and topics –
 The second pillar of 5S – Set in order

This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to –
 Prepare plan for implementing set in order activities.
 Perform general cleaning activities, in parallel with set in order activity.
 Decide location/layout, storage and indication methods for items.
 Prepare and use necessary tools and equipment for setting in order activities.
 Place items in their assigned location.
 Return immediately the items to their assigned location after use.
 Report performance results using appropriate formats.
 Regularly check each item in its assigned location and order.

Learning Instructions:
1. Read the specific objectives of this Learning Guide.
2. Follow the instructions described in number 3 to 8.
3. Read the information written in the “Information Sheets 1”. Try to understand what
are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
4. Accomplish the “Self-check 1” in page 16.
5. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 1).
6. If you earned a satisfactory evaluation proceed to “Operation Sheet 1” in page 19;
However, if your rating is unsatisfactory, see your trainer for further instructions or
go back to Information sheet 1.
7. Read the “Operation Sheet 1” and try to understand the procedures discussed.
8. Do the “LAP test” in page 21 (if you are ready). Request your trainer to evaluate
your performance and outputs. Your trainer will give you feedback and the
evaluation will be either satisfactory or unsatisfactory. If unsatisfactory, your trainer
shall advice you on additional work. But if satisfactory you can proceed to Learning
outcome #5.

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 Information Sheet-1 The second pillar of 5S – Set in order

1. Explanation of the second pillar of 5S – Set in order

1.1 Definition of set in order
Set in order means arranging necessary items so that they are easy to use and
labelling them so that anyone can find them and put them away. The key word in this
definition is “anyone”. Set in order can be implemented only when the first pillar- sort
is done first. No matter how well you arrange items, set in order can have little impact
if many of the items are unnecessary and not sorted. Similarly, if sorting is
implemented without setting in order, it is much less effective. Where necessary
items should be placed should be made clear for anyone to immediately find them
and return them easily. Hence, Sort and Set in order work best, when they are
implemented together.

Example of Set in order

Set in order of tools

1.2 Benefits of set in order

Setting in order is important because it eliminates many kinds of waste from
operations in a workplace. These include searching time waste, waste due to
difficulty in using items, and waste due to difficulty in returning items. In general, the
following problems and wastes are avoided when set in order is well implemented.
1. Motion wastes
2. Searching time wastes
3. The waste of human energy
4. The waste of excess inventory
5. The waste of defective products
6. The waste of unsafe conditions

The set in order step is actually at the core of so many important business principles
such as safety, ergonomics, quality, inventory control, productivity, standard work, the
visual workplace and employee morale. Also it is the core of standardization. This is
because the workplace must be organized before any type of standardization can be
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implemented effectively. Standardization means creating a consistent way of doing or
carrying out tasks. When we think of standardization, we have to think about anyone.
For example, machinery standardization means anyone can operate the machinery.
Also if we have operation standardization this means anyone can perform the
operation. Even for people to get along together, they need to standardize their
behaviors, at least to some extent
Set in order is the core of standardization.

In implementing set in order pillar, we use visual controls so that communications

became easy and smooth. For example, we can visually know where items are
placed and where to return them and so on. A visual control is any communication
device used in the workplace that tells us at a glance how work should be done.
Through visual controls, information such as where items belong, how many items
should be placed there, what the standard procedure is for doing something, the
status of work in process etc can be communicated.

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2. Implementing the Second Pillar of 5S – Set in order
2.1 Plan and procedures for set in order

Set in order activity plan sheet (sample)

Procedures for Set in order

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There are some principles for deciding best locations for tools and equipments. Jigs,
tools and dies differ from materials, equipments, machinery and parts in that they
must be put back after each use. Some of the principles for jigs, tools and dies also
apply to parts, equipments, and machinery. These are:
 Locate items in the workplace according to their frequency of use. Place
frequently used items near the place of use. Store infrequently used items
away from the place of use.
 Store items together if they are used together, and store them in sequence in
which they are used.

Fig. Tools kept at hand and stored in the order used.

 Device a “just let go” arrangement for tools. This approach involves
suspending tools from a retractable cord just within reach so that they will
automatically go back in to their correct storage position when released.

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  Make storage places larger than the items stored there so that they are
physically easy to remove and put back.
 Eliminate the variety of jigs, tools and dies needed by creating a few jigs, tools
and dies that serve multiple functions.
 Store tools according to function or product. Function-based storage means
storing tools together when they have similar functions. This works best for
job-shop production. Product-based storage means storing tools together
when they are used on the same product. This works best for repetitive
production.
There are principles helpful in deciding the best locations for parts, equipments, and
machinery, as well as tools by removing motion wastes. Motion wastes are
unnecessary movements created when people move their trunks, feet, arms, and
hands more than needed to perform a given operation. These wastes lead to waste
of time, energy and effort. These motion wastes can be minimized by locating parts,
equipments, and machinery in the best locations possible. More important than
removing motion wastes is asking why it occurs. By asking ‘why’ we can find the
methods of manufacturing that work and approach the zero-waste mark. Eliminating
the unnecessary motions from existing operations is called Motion improvement. And
finding ways to eliminate the whole operations to remove the wastes is called Radical
improvement.

The principles that are helpful to eliminate or reduce motions that operators make
are:
Principle 1: Start and end each motion with both hands moving at once.
Principle 2: Both arms should move symmetrically and in opposite directions.
Principle 3: Keep trunk motions to a minimum.
Principle 4: Use gravity instead of muscle.
Principle 5: Avoid zigzagging motions and sudden changes in direction.
Principle 6: Move with a steady rhythm.
Principle 7: Maintain a comfortable posture with comfortable motions.
Principle 8: Use the feet to operate on and off switches for machines where
practical.
Principle 9: Keep materials and tools close and in front.

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 Fig. Guidelines for locating parts, equipments, and machinery to maximize motion
efficiency.
Principle 10: Arrange materials and tools in the order of their use.
Principle 11: Use inexpensive methods for feeding in and sending out materials.
Principle 12: Stand at a proper height for the work to be done.
Principle 13: Make materials and parts easy to pick up.
Principle 14: Make handles and grips in efficient, easy-to-use shapes and positions.

Fig. Motion wastes Fig. No waste of motion

Example of eliminating motion wastes

Improving the retrieval of parts
The figure below shows an improvement in picking up parts in an assembly work.
Before improvement, the worktable was so large that the assembly worker had to
stretch to pick up parts. Also, the parts boxes were laid flat at table level, making it
difficult to reach inside them. After improvement, the decreased width of the
worktable enabled the assembly worker to reach the parts without stretching his arm
too far. Also the parts boxes set on an inclined surface to make their contents more
accessible.

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 Improvements in picking up parts
Improving the layout of parts
The following figure shows an improvement in how plastic packaging sheets are
used. The sheets are moved from a rack behind the operator to a hook in front of the
operator and above the production line. This improvement eliminates four seconds of
motion waste from each unit of packing work.

Fig. Improvement in parts layout

Evaluating current locations and deciding best locations

The 5S Map is a tool that can be used to evaluate current locations of parts, jigs,
tools, dies, equipment, and machinery, and to decide best locations. 5S Map involves
creating two maps ‘before map’ and ‘after map’. The ‘before map’ shows the layout of
the workplace before implementing set in order. The ‘after map’ shows the workplace
after implementing set in order. The 5S Map can be used to evaluate the locations in
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a small or large workplaces, like in a single workstations, on a production line, or in a
department.

The steps of using the 5S Map:

1. Make a floor plan or area diagram of the workplace you wish to study. Show
the location of specific parts, inventory, tools, jigs, dies, equipment and
machinery.
2. Draw arrows on the plan showing the work flow between items in the
workplace. There should be at least one arrow for every operation performed.
Draw the arrows in the order that the operations are performed, and number
them as you go.

Fig. 5S Map of old layout in machining operations (‘before map’)

3. Look carefully at the resulting “spaghetti diagram”. Can you see places where
there is congestion in the work flow? Can you see ways to eliminate waste?
4. Make a new 5S Map to experiment with a better layout for this work place.
Again, draw and number arrows to show the flow of operations performed.
5. Analyze the efficiency of the new layout (the after map), based on the principles
explained in the above.
6. Continue to experiment with possible layouts (after maps) using the 5S Map
until you find one which you think will work well.

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 Fig. 5S Map of new layout (the after map) in machining operations.

7. Implement this new layout in the work place by moving parts, tools, jigs, dies,
equipment, and machinery to their new locations.
8. Continue to evaluate and improve the layout in the workplace.

2.2 Set in order strategies

Once best locations have been decided, it is necessary to mark these locations so
that everyone knows what goes where, and how many of each item belongs in each
location. There are several strategies for marking or showing what, where and how
many.
2.2.1 Motion Economy strategy
Following the principles explained in the above, we can remove motion waste from
existing operation. By using human body appropriately, by organizing the workplace
and by redesigning of tools and equipments, we can minimize motion waste.

2.2.2 Visual control Strategy

A visual control is any communication device used in the work environment that tells
us at a glance how work should be done. There are several strategies for setting in
order items so that to easily identify what, where and how many (visual control).
These visual control strategies are discussed in the next contents.

Signboard strategy: uses signboards to identify what, where, and how many. The
three main types of signboards are:
 Location indicators that show where items go.
 Item indicators that show what specific items go in those places.
 Amount indicators that show how many of these items belong there.

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 Fig. Amount indicators

Signboards are often used to identify:

 Names of work areas
 Inventory locations
 Equipment storage locations
 Standard procedures
 Machine layout

For example, in order to identify inventory stored on shelves in a warehouse, a whole

system of signboards may be used. Every section of shelving may have a signboard
identifying the section. Within that section, vertical and horizontal addresses on
shelves can be identified with additional signboard. Each item stored on the shelve
may also have a signboard showing the “return address” for that item. The “return
address” allows the item to be put back in the proper location once it has been
removed.

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 Fig. Location indicators on shelves

The ‘after 5S Map’ discussed before is a kind of signboard. It shows the location of
parts, tools, jigs, dies, equipment, and machinery in a given work area after set in
order is implemented. When posted in the work place, it is useful in communicating
the standard for where items are located.

Painting strategy: is a method for identifying locations on floors and walkways. It is

called the Painting strategy because paint is the material generally used. But also
plastic tape, cut in to any length, can be used. Plastic tape, although more expensive,
shows up just as clearly as paint and can be removed if the layout is changed.

The painting strategy is used to divide the factory’s or workshop’s walking areas
(walkways) from the working areas (operation areas). When putting lines to divide
walkways from operation areas, the following factors should be considered:
 U-shaped cell designs are generally efficient that straight production lines.
 In-process inventory should be positioned carefully for best production flow.
 Floors should be levelled or repaired before we put lines.
 Walkways should be wide enough to avoid twists and turns and for safety and
a smooth flow of goods.
 The dividing lines should be between 2 and 4 inches in width.
 Paint colors should be standardized. For example
o operation areas are painted by green;
o walkways are fluorescent orange or red;
o Lines that divide the walkways from operation areas are yellow in color.
Dividing lines can be used to show:
 Cart storage locations,
 aisle directions,
 door range, to show which way a door swings open,
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  for worktables,
 Tiger marks, to show areas where inventory and equipment should not be
placed, or to show hazardous areas.

Fig. Aisle direction line Fig. Door-range line

Color-code strategy : is used to show clearly which parts, tools, jigs and dies are to
be used for which purpose. For example, if certain parts are to be used to make a
particular product, they can all be color-coded with the same color and even stored in
a location that is painted with that color. Similarly, as shown the picture in below, if
different types of lubricants are to be used on different parts of a machine, the supply
containers, oil cans, and machine parts can be color-coded to show what is used
where.

Fig. Color-coding for lubrication

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Outlining strategy: is used to show which jigs and tools are stored where. Outlining
simply means drawing outlines of jigs and tools in their proper storage positions.
When you want to return a tool, the outline provides an additional indication of where
it belongs.

Fig. Outlining of tools to show their locations

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 Fig. Outlining of tools and equipments to show their locations

Visual Management Board (Kaizen board) Strategy

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 Self-Check 1 Written Test

Instructions: Answer all the questions listed below. Illustrations may be necessary
to aid some explanations/answers. Write your answers in the sheet
provided in the next page.

11. Give definition of the second pillar of 5S – Set in order. (3 points)

12. What are the benefits of implementing set in order? (4 points)
13. What are the procedures for set in order? (5 points)
14. What are the principles for deciding best locations of tools and equipments? (6
points)
15. What is 5S Map? (2 points)
16. List the steps of using the 5S Map? (4 points)
17. What are the strategies for implementing set in order? (3 points)
18. What factors should we follow when applying the painting strategy? (6 points)
19. What are the three standardized colors used for dividing and marking
walkways and operation areas? (3 points)

Note: Satisfactory rating - 20 points Unsatisfactory - below 20 points

You can ask you teacher for the copy of the correct answers.
Answer Sheet Score = ___________
Rating: ____________

Name: _________________________ Date: _______________

1. ________________________________________________________________

________________________________________________________________

________________________________________________________________

_____________________________________________________________

2. ________________________________________________________________

________________________________________________________________
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 ________________________________________________________________

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3. ________________________________________________________________

________________________________________________________________

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4. _________________________________________________________________

________________________________________________________________

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5. ________________________________________________________________

________________________________________________________________

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6. ________________________________________________________________

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7. _________________________________________________________________
_______________________________________________________________

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 ________________________________________________________________

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8. _______________________________________________________________

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9. ________________________________________________________________

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Operation Sheet 1 Implementing Set in order

1) Sample plan sheet for implementing set in order

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 2) Procedures for implementing set in order

3) Steps for using 5S Map

1. Make a floor plan or area diagram of the workplace you wish to study. Show
the location of specific parts, inventory, tools, jigs, dies, equipment and
machinery.
2. Draw arrows on the plan showing the work flow between items in the
workplace. There should be at least one arrow for every operation performed.
Draw the arrows in the order that the operations are performed, and number
them as you go.

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 Fig. 5S Map of old layout in machining operations (‘before map’)

3. Look carefully at the resulting “spaghetti diagram”. Can you see places where
there is congestion in the work flow? Can you see ways to eliminate waste?
4. Make a new 5S Map to experiment with a better layout for this work place.
Again, draw and number arrows to show the flow of operations performed.
5. Analyze the efficiency of the new layout (the after map), based on the principles
explained in the above.
6. Continue to experiment with possible layouts (after maps) using the 5S Map
until you find one which you think will work well.

Fig. 5S Map of new layout (the after map) in machining operations

7. Implement this new layout in the work place by moving parts, tools, jigs, dies,
equipment, and machinery to their new locations.
8. Continue to evaluate and improve the layout in the workplace.

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 LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks.

Task 1: Using the given template, prepare a plan for set in order activity in your
workshop.

Task 2: Following the steps for using 5S Map, draw before and after map/ layout of
your work shop.

Task 3: Following the procedures of set in order, perform set in order in the
assigned workshop.

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 Instruction Sheet Learning Guide #9 Perform Shine activities

This learning guide is developed to provide you the necessary information regarding
the following content coverage and topics –
 The third pillar of 5S – Shine

This guide will also assist you to attain the learning outcome stated in the cover page.
Specifically, upon completion of this Learning Guide, you will be able to –
 Prepare plan for implementing shine activities.
 Prepare and use necessary tools and equipment for shine activities.
 Implement shine activity according to the prepared procedure.
 Report performance results using appropriate formats.
 Conduct regular shinning activities.

Learning Instructions:
9. Read the specific objectives of this Learning Guide.
10. Follow the instructions described in number 3 to 8.
11. Read the information written in the “Information Sheets 1”. Try to understand what
are being discussed. Ask your trainer for assistance if you have hard time
understanding them.
12. Accomplish the “Self-check 1” in page 11.
13. Ask from your trainer the key to correction (key answers) or you can request your
trainer to correct your work. (You are to get the key answer only after you finished
answering the Self-check 1).
14. If you earned a satisfactory evaluation proceed to “Operation Sheet 1” in page 14;
However, if your rating is unsatisfactory, see your trainer for further instructions or
go back to Information sheet 1.
15. Read the “Operation Sheet 1” and try to understand the procedures discussed.
16. Do the “LAP test” in page 16 (if you are ready). Request your trainer to evaluate
your performance and outputs. Your trainer will give you feedback and the
evaluation will be either satisfactory or unsatisfactory. If unsatisfactory, your trainer
shall advice you on additional work. But if satisfactory you have completed
Learning guides prepared for Level I.

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 Information Sheet-1 The third pillar of 5S – Shine

3. Explanation of the third pillar Shine

3.1 Definition of Shine
The third pillar of 5S is shine. Shine means sweeping floors, wiping off machinery and
generally making sure that everything in the factory stays clean. In a manufacturing
company, shine is closely related to the ability to produce quality products. Shine also
includes saving labor by finding ways to prevent dirt, dust, and debris from piling up in
the workshop. Shine should be integrated in to daily maintenance tasks to combine
cleaning checkpoints with maintenance checkpoints.

Fig. Workers shinning machines. Fig. Workers shinning the floor

Cleaning is so important because when we clean an area, we are also doing some
inspection or checking of machinery, equipment, and work conditions. An operator
cleaning a machine can find many mal-functions. When a machine is covered with oil,
soot, and dust, it is difficult to identify any problems that may be developing. While
cleaning the machine, however, one can easily spot oil leakage, a crack developing
on the cover, or loose nuts and bolts. Once these problems are recognized, they are
easily fixed.

It is said that most machines breakdowns begin with vibration (due to loose nuts and
bolts), with introduction of foreign particles such as dust (due to the crack on the
cover, for instance), or with inadequate oiling and greasing. For this reason shine is
useful to make discoveries while cleaning machines. Hence, shine means cleaning
the workplace’s floors, equipment and facilities, provide inspection at the same time,
and ensure that they are in good operating condition.

3.2 Benefits of shine

One of the more obvious purposes of shine is to turn the workplace in to clean, bright
place where everyone will enjoy working. Another key purpose is to keep everything
in top condition so that when someone needs to use something, it is ready to be
used. Companies or organizations should avoid the tradition of annual at the end of
the year or on spring cleanings. Instead, cleaning should become a deeply ingrained
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part of daily work habits, so that tools, equipment, and work areas will be ready for
use all the time.

Fig. Workers cleaning machines

Cleanliness for factories and offices is a lot like bathing for human beings. It relieves
stress and strain, removes sweat and dirt, and prepares the body and mind for the
next day. Cleanliness is important for physical and mental health. Just as you would
not bath only once a year, performing shine procedures in a factory should not be an
annual activity. Cleaning should be done on daily basis.

Fig. Shine activities relieves stress and strain

Shine activities can play an important part in bringing work efficiency and safety.
Cleanliness is also linked with the morale of employees and their awareness of
improvements. Factories or workshops that do not implement the shine pillar suffer
the following types of problems:
1. Poor morale and inefficiency at work. This could be due to dirty windows that
can pass only little light.
2. Unable to see or find defects in dark and messy workplaces.
3. Slipping and injuries can be created due to puddles of oil and water on the
floor.
4. Frequent breakdown of machines due to insufficient check-ups and
maintenances which in turn leads to late deliveries.
5. Low and unsafe operating machines due to insufficient checkups and
maintenance which in turn leads to hazard and accidents.
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 6. Defects will result due to shaving cuts getting mixed in to production or
assembly processes.
7. Shaving cuts can get in to people’s eyes and create injuries.
8. Low morale due to filthy work environments.
4. Implementing the third pillar - Shine
4.1 Plan and procedures for shine activities
Shine activities should be taught as a set of steps and rules that employees learn to
maintain with discipline. The following sample format can be used to prepare a plan
for implementing shine activities.

Shine activity plan sheet (sample)

Procedures for Set in order

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Step 1: Determine shine target areas
Shine target areas are grouped in to three categories: warehouse item, equipments
and space. Warehouse items include raw materials, procured subcontracted parts,
parts made in-house, and assembly components, semifinished and finished products.
Equipment includes machines, welding tools, cutting tools, conveyance tools, general
tools, measuring instruments, dies, wheels and casters, worktables, cabinets, desks,
chairs and spare equipment. Space refers to floors, work areas, walkways, walls,
pillars, ceilings, windows, shelves, closets, rooms and lights.

Step 2: Determine Shine Assignments

Workplace cleanliness is the responsibility of everyone who works there. Each
employee should be assigned specific area to clean. To do this two methods can be
used:
 A 5S Assignment Map – shows all the target areas for shine activity and who is
responsible for cleaning them. By marking on 5S Map, the shine assignments
can be shown.
 A 5S schedule – shows in detail who is responsible for cleaning which areas
on which days and times of the day. Then this schedule should be posted in
the work area.

Example 1:

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Example 2:

Step 3: Determine shine methods

Shine activities should be a natural part of the daily work. Shine activities and
inspection should be done before a shift starts, during work time and at the end of the
shift.

Determining shine methods include:

 Choosing targets and tools – define what will be cleaned in each area and
what supplies and equipments will be used.
 Performing the five-minute shine – cleaning should be practiced daily and
should not require a lot of time.
 Creating standards for shine procedures – people need to know what
procedures to follow in order to use their time efficiently. Otherwise, they are
likely to spend most of their time getting ready to clean.

Step 4: prepare tools

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The cleaning tools should be placed properly or set in order where they are easy to
find, use and return.

Step 5: Start to shine

When implementing the shine procedures, consider the following suggestions:
 Be sure to sweep dirt from floor cracks, wall corners, and around pillars.
 Wipe off dust and dirt from walls, windows, and doors.
 Be thorough about cleaning dirt, scraps, oil, dust, rust, cutting shavings, sand,
paint, and other foreign matter from all surfaces.
 Use cleaning detergents when sweeping is not enough to remove dirt.

4.2 Inspection
As discussed earlier, it is natural to do a certain amount of inspection while
implementing shine activities. Once daily cleaning and periodic major cleanups
become a habit, we can start incorporating systematic inspection procedures in to the
shine procedures. Even when equipment in the workplace appears to function
normally, it may be developing many problems. Always when machines or other
equipment begin to show sign of minor, sporadic malfunctions, the operators not the
maintenance people notice it first. Therefore, it is important to consider the operators
information about the equipment.

The following types of equipment problems frequently exist in factories:

1. Oil leaks from the equipment on to the floor.
2. Machines are so dirty that operators avoid touching them.
3. Gauge displays and other indicators are too dirty to be read.
4. Nuts and bolts are either loose or missing.
5. Motors overheat.
6. Sparks flare from power cords.
7. V-belts are loose or broken.
8. Some machines make strange noises.

Daily cleaning or inspection can help to find these problems and solve them.

Before shine After shine

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 4.2.1 Inspection steps
The steps of inspection and shine procedures are parallel. But the steps of inspection
give greater emphasis on the maintenance of machines and equipment. These steps
are:
Step 1: Determine inspection targets
The targets for inspection are similar to the targets of shine activities. These include
machines, equipments, jigs, dies, cutting tools and measuring instruments.

Step 2: Assign inspection activities

In principle, the people who carry out inspection on a particular machine should be
the same people who operate the machine. But most often one person can operate
several machines at a time (as in multi-process handling). In this case, it is good to
involve line supervisors and group leaders in the inspection duties. Once inspection
activities are assigned, they have to be written up on a large signboard for the
workshop or on small signboards that are attached to each target machine.

Step 3: Determine inspection methods

First all of the items to be inspected should be listed then an inspection checklist
should be prepared based on the listed inspection items. The following shows an
example of an inspection checklist.

Table: Sample of inspection checklist

Step 4: Implement inspection

When implementing inspection, use all your senses to detect abnormalities.
Inspection is not simply a visual activity. There are some ways to detect
abnormalities. These are:
 Look closely at how the machine works and watch for slight defects (e.g. oil
leakage, debris scattering, deformation, wear, warping, mold, missing items,
lopsidedness, inclinations, color changes).
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  Listen closely for changes in the sounds the machine makes while operating
(e.g. sporadic sounds, odd sounds).
 Use your nose to detect burning smells or other unusual odours (e.g. burning
rubber)
 Touch the machine where it is safe during operation and during downtime to
detect deviations from normal conditions (e.g. strange vibrations, wobbling,
looseness, excessive heat, shifting).

Step 5: Correct equipment problems

All equipment abnormalities or slight defects should be fixed or improved. There are
two approaches to do these:

Instant Maintenance: whenever possible, an operator should immediately fix or

improve a problem he or she discovers during inspection. But the operators should
know what level of maintenance work they can handle by themselves and
immediately.

Requested Maintenance: In some cases, a defect or problem may be difficult for the
operator to hand alone and immediately. In this situation, the operator should attach a
maintenance card to the site of the problem in order to make it visible. He or she can
also issue a maintenance kanban to request help from the maintenance department.
It is also good to log requested maintenance on to a checklist of needed maintenance
activities. Once a requested maintenance is taken care and its result confirmed, the
activity should be checked off in the ‘confirmation’ column of the checklist. The
maintenance card should then be retrieved from the machine where it is attached.

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 Fig. Two approaches for solving equipment problems

Self-Check 1 Written Test

Instructions: Answer all the questions listed below. Illustrations may be necessary
to aid some explanations/answers. Write your answers in the sheet
provided in the next page.

1. Give definition of the third pillar shine. (2 points)

2. What problems occur in a workshop if shine is not implemented? (8 points)
3. What are the steps/procedures for implementing shine? (5 points)

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 4. What are the two methods used to assign shine activities to employees? (2
points)
5. What are the most frequent problems of equipments/machines? (4 points)
6. List the steps of inspection. (5 points)
7. How do you detect abnormalities in a workplace or machine? (4 points)

Note: Satisfactory rating - 16 points Unsatisfactory - below 16 points

You can ask you teacher for the copy of the correct answers.

Answer Sheet
Score = ___________
Rating: ____________

Name: _________________________ Date:_____________________

1.__________________________________________________________________

__________________________________________________________________
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 __________________________________________________________________

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2.__________________________________________________________________

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5. __________________________________________________________________

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6. __________________________________________________________________

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7. __________________________________________________________________

__________________________________________________________________

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6.__________________________________________________________________

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7. __________________________________________________________________

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___________________________________________________________________

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Operation Sheet 1 Implementing shine activity

1) Procedures for implementing Shine

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 2) Prepare plan for shine
Sample plan for shine

Sample format for general cleaning assignment

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Sample format for regular cleaning assignment

3) Steps in inspection
Step 1: Determine inspection targets
Step 2: Assign inspection activities
Step 3: Determine inspection methods
Step 4: Implement inspection
Step 5: Correct equipment problems

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 LAP Test Practical Demonstration

Name: _____________________________ Date: ________________

Time started: ________________________ Time finished: ________________

Instructions: Given necessary templates, workshop, tools and materials you are
required to perform the following tasks.

Task 1: Using the given template, prepare a plan for shine activity in your workshop.

Task 2: Following the shine procedures, perform shine activity in the assigned
workshop.

Task 3: Following the steps for inspection, perform inspection of equipments, tools
and machines in your workshop.

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