MARUTI CENTER FOR EXCELLENCE

22-Jun-20
5 S Visual Management
Organized By:
Maruti Center for Excellence (MACE)

Faculty: S N Sharma
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Faculty
S N Sharma
Principal Counsellor
MACE
Mobile : 9999914022

Email:
mace_shyamnarayan.sharma@maruti.co.in
EMail: Shyamnarayanasharma@gmail.com

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5

Introduction Time
Participants
We all are interested to know following :
1. Your name
2. Current company
3. Department
4. Total Work Experience
5. Your Knowledge Rating :

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Agenda
What is it?
What’s it for?
How does it work?
When do you use it?
What’s an example?

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What is it?
5S is a workplace organization technique
It is a way to involve associates in the ownership of
their workspace
It helps create and maintain the Safety efficiency
and effectiveness of a work area
5S is a common starting point for
MPS/TPS/Lean activities in a company

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What’s it for?
• It is a way to create:
Legal Requirement Compliance
Cleaner work areas
More organization
Safer working conditions
Less wasted time
Efficient work processes and practices
More available space
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How does it work?

5S is most effective when applied in a systematic way
The following video illustrates the 5S methodology

5S Video

5S 1S 2S 3S 4S 5S

5S 1S 2S 3S 4S 5S
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Legal Requirement
FA Sec 7A : (1) Every occupier shall ensure, so far as is reasonably practicable,
the health, safety and welfare of all workers while they are at work in the factory.
(2) Without prejudice to the generality of the provisions of sub-section (1), the
matters to which such duty extends, shall include-
(a) the provision and maintenance of plant and systems of work in the factory
that are safe and without risks to health;
(b) the arrangement in the factory for ensuring safety and absence of risks to
health in connection with the use, handling, storage and transport of articles and
substances;
(c) the provision of such information, instruction, training and supervision as are
necessary to ensure the health and safety of all workers at work;
(d) the maintenance of all places of work in the factory in a condition that is safe
and without risks to health and the provision and maintenance of such means of
access to, and egress from, such place as are safe and without such risks;
(e) the provision, maintenance or monitoring of such working environment in the
factory for the workers that is safe, without risks to health and adequate as
regards facilities and arrangements for their welfare at work.
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FA Sec 11 :Every factory must be kept clean and free from effluent
arising from drain or other nuisance.
All inside walls and partitions, all ceilings or tops of rooms and walls,
sides and tops of passages and staircases shall be painted or all
doors and windows varnished within prescribed time.
FA Sec 12 : Effective arrangements shall be made in every factory for
the treatment of wastes and effluents due to manufacturing process
carried on therein so as to render them innocuous, and for their
disposal.
FA Sec 14 :In any factory where dust or fume is given off in any
manufacturing process which is likely to be injurious or offensive to the
workers, effective measures must be taken to prevent the inhalation of
the dust or fume.
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Objective of 5S

Elimination /Remove waste

Implement so that ‘waste becomes visible
to facilitate waste removal’

Waste = Current work – money generating work

From current work remove work that does not
generate money
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5S that Eliminates Waste

Waste (rag) sifting boxes

Clean Dirty A little

Clean Dirty
dirty
objects objects objects objects
objects

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Definition of 5S
(1) SEIRI (Sort)
Separating the needed from the not-needed
(2) SEITON (Set in Order /Simplifying )
A place for everything and everything in its place, clean and
ready to use
(3) SEISOU(Shine /Systematic Cleaning or Sweeping )
Cleaning for inspection
(4) SEIKETSU(Standardization)
Developing common methods for consistency
(5) SHITSUKE (Sustain)
Holding the gains and improving
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Promotion of 5S
(1) (2) (3) (4)
SEIRI SEITON SEISOU SEIKETSU
(Sort) (Set in order) (Shine) (Standard)

Dispose what is Can retrieve Make the Standardized

not needed when required workplace clean the solution

(5)
SHITSUKE
(Sustain)
Develop customs that allow practice of regulations and rules
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(1) SEIRI (Sort)

Separating the Needed from the Not-Needed
 Eliminate not-needed items and perform an initial
cleaning
Establish criteria/handling of items
Identify not-needed items
Move not-needed items to holding area
Conduct a white-elephant sale
Conduct an initial cleaning
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(1) SEIRI (Sort)

SEIRI (Sort) refers to:
Distinguishing between necessary things and unnecessary
things and getting rid of what you do not need

Steps

Stratify Dispose Assign fixed place

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Stratification विभाजन

‘Stratification’ refers to:

Assorting things around oneself into those that are required
and those that are not required

 Other than things used daily are non-required things

 Quantity in excess of what is used daily is non-required
 ‘Leave only this, just in case’ is strictly prohibited

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Action Standards of Stratification विभाजन

Standards Action
Things not used and rejected Dispose
Things used approximately
Place far away
once in 6 to 12 months
Things used approximately Gather and place together at the
once in 1 to 6 months worksite
Things used once a week Place in vicinity of work
Place so that they are easy to pick
Things used daily Make it easy to return
Identifiable
Place within arm’s length where they
Things used every hour
can be easily reached
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Categorization of Actions of Stratification विभाजन

Category Candidate items for actions
Product, in-process product,
Damaged products, non-conforming
components, materials, sub-
products, rusted materials etc.
materials etc.
Machinery, jigs, tools, molds etc.
Things not planned to be used
Old products, components, Things not used for several years
materials, sub-materials etc.
Those that have expired
Drawings, documents,
Non-required items
magazines, catalogs etc.
Those that have become old
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Assign Fixed Places for Stratification विभाजन

Assigning fixed places refers to:

Preparing rules and making visible ‘where’ and in ‘what
quantity’’ the required things are to be placed

 Decide locations for things that will remain

 Make rules for locations
 Making visible refers to visual management
 Start with what can be done
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Location of things that will remain

Location of things that will remain should consider :

(1) Where it will be used
(2) Where it will be placed
(3) How much it will be placed
(4) How it will be placed

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(2) SEITON (Set in order /Simplifying )

A place for everything and everything in its place,
clean and ready to use
• Arrange workplace for safety and efficiency
Identify key equipment and supplies
Determine location for each item
Outline locations and zones
Develop shadow boards, label items
Document layout, equipment, supplies
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(2) SEITON (set in order)

SEITON (Set in order) refers to :

Implementing functional storage by deciding correct
placement method and layout so that the required objects
can be quickly used what it is required

Steps

Assign fixed places and

Make it compact
fixed quantity
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Assign fixed places and fixed quantity

Assigning fixed places and fixed quantity :
Refers to facilitating picking and placing and ensuring zero
shortages
 Give priority to use frequency and decide fixed place
 Consider also safety (mainly weight)
Place heavy objects at a height where they are easy to pick
from
 Eliminate labor required for searching and returning
 Decide placing volume bused on usage volume (1 time, 1
day)
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Storage Index
Storage index = Steps x Hand operation frequency

 How many steps does it take to walk to the storage

location?

 How many times is it necessary to move the hand to grip,

transport and place the object for storage?

 The storage coefficient will vary according to holding method,

transporting method and placement method
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Decision standards for fixed positions

(1) Where it will be used Clarification of usage objective and place
Near where it will be used so that work can be
(2) Where it will be placed
done while walking Stand-up operations
(3) How much will be placed Maximum, Minimum, Order point
Easy to place, Easy to remove (one-touch
(4) How will it be placed
operation)
(5) Indication of placing location Coloring, boundaries
Illustrative indication, component name indication,
(6) Recognize visually
Quantity indication
First in- First out, Recognize by observing
(7) Stagnating time is visible
placement date
(8) Decide person in-charge of supervision Indicate person responsible
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(3) SEISOU (Shine/ Systematic Cleaning)

Cleaning for Inspection
• Perform daily cleaning and inspection to understand
work conditions
Identify points to check for performance
Determine acceptable performance
Determine visual indicators/controls
Mark equipment/controls
Conduct daily cleaning/inspections
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(3) SEISOU (Shine)

SEISO (Shine) refers to :
Removal of dirt and by investigating source of dirt preparing
countermeasures

Steps

Take action to prevent

Identify source of
dirtiness and its
occurrence
occurrence
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Take Preventive Actions

Actions to prevent dirtiness and its occurrence refers to:
countermeasures against source of occurrence include
countermeasures (challenge towards common sense) for
process methods (defects in processing conditions etc.)

 The basic point is sweeping and cleaning and inspecting

 It is also important to take immediate actions such as
placing a cover etc.
 Accumulation of small points will lead to a situation where
sweeping is not required
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(4) SEIKETSU(Standardization )

Developing Common Methods for Consistency

• Make abnormal conditions noticeable and document
agreements
Document agreements and checks
Establish/document standard methods across
similar work areas
Document new standard methods

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(4) SEIKETSU(Standardization )

SEIKETSU (Standardization ) refers to:

Standardization of 5S through ‘visual management’

Steps

Grasp vital points for Make abnormalities visible

management in management points

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Standardization of 5S
Clarification of vital points for management
What are the minute defects
Basic conditions: Cleanliness, refueling, replace tightly bind fast,
(1)
dirt, loosenes
Operating conditions: pressure, temperature, time, flow volume,
weight, Equipment, jigs and tools, sub-materials

Prepare standards for the conditions

(2)  Objectification of judgment standards for normal versus abnormal
 Judgment without using measurement, knowledge, intuition and knack

Judgment standards for abnormalities

(3)  Inspection methods that can be used by anybody
 Methods for actions against abnormalities
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Points for Visual Management

(1) Recognize well even from a distance

(2) There are indicators on items to be managed

(3) Whether good or bad is clear, and anybody can point out

(4) Anybody can use, and convenient if used

(5) Anybody can follow and repair quickly

(6) Use of tools leads to neatness

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5. SITSUKE (Sustain )

Holding the Gains and Improving

• Maintain the gains from other 5S activities and
improve
Determine 5S Level of Achievement
Perform routine checks
Analyze results of routine checks
Measure progress and plan for continuous
improvement
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5. SITSUKE (Sustain )

SITSUKE (Sustain ) refers to:

Preparation of workplace atmosphere where visual
management is properly observed

Steps

Check state of observance Innovate to ensure

of standardization of 5S observance

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Getting Started
Planning – launches your 5S activity
Evaluating – tells you what you need to do
Preparing – gets you ready for implementation

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Planning

Assemble a 5S Lead team

Define the work area 5S boundaries
Assign work group members to their 5S areas
Install a 5S communication board
Determine 5S targets, activities, and schedule
Review/finalize plans with work group and site
leadership
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5S TEAM Display
Plant Head

Facilitator

Leader Leader Leader Leader

Zone-1 Zone-2 Zone-3 Zone-4
Insert Photo and Name Display Zone leader Photo
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ACTIVITY PLAN
PDCA
S.no. Activity Plan Month-2 Month-3 Month-4 Month-5
CYCLE Month-1
W W W W W W W W W W W W W W W W W W W
W3
1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 4

1 P 5S Training at MACE

2 P Team formation

Zone Mark and

3 P Accountability person
Display Board

4 P Kick off session

5 S Assessment and
5 D 1,2 & 3 S Start
Implementation
1,2 & 3 S Start
6 D
Implementation
Result monitoring &
7 CA Photo Album
(After)Standardization
Report making &
8
presentation

Plan
TRAINING | AUDIT | CO N S U L T I NActual
G
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5S Boundaries Zone

Zone 1
Zone Leader Zone 2
Zone Leader

Zone 3
Zone 4
Zone Leader Zone Leader

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Five S Communication Board

Five S Five S
Team Implementation
Levels
Members Plan
of
Achievement
Assessment Score Five S
Implementation
Five S Plan
Boundaries Photos Photos

Five S Five S
Routine Routine
Checklist Checklist
Current
Situation After Five S
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Evaluating Your Initial Situation

Prepare to take work area photos

Take work area photos
Evaluate current 5S Level of Achievement as per
Assessment Checklist
Display Assessment Score Zone wise and over all

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Levels of Achievement Zone Wise

Zone Leader Zone Assessors
Total Mark
% Score
100
38
Mark 0 Mark 4 Mark 8 Mark 12 Mark 16 Mark 20
Total Max Mark Level 0: Level 1: Just Level 2: Focus on Level 3: Make it Level 4: Focus on Level 5: Continuously
38% Mark Obtain Not Start Beginning Basics Visual Reliability Improve
Needed and not Needed and not needed A list of needed items for Needed items are Needed items are
needed items are items have been sorted the work area has been routinely assessed against routinely reworked/
Sorting 20 12 Not Start mixed throughout the and not needed have been documented business needs to assure replaced as needed to
work area removed from work area functionality and fit improve work area
performance
Items are placed Needed items have been Needed items have Needed items have been Needed items can be
Set in Order / randomly throughout safely stored and dedicated locations and minimized in number/ size retrieved within 30
Simplifying 20 8 Not Start the work place organized according to are properly labeled with and are properly arranged seconds and require a
frequency of use required quantities for retrieval and use minimum number of steps

Key work area items to Key work area items to be Visual controls for Daily inspection occurs to Problem sources are
be checked during a checked are indentified equipment, files and assess area readiness, documented with solutions
Sweeping 20 10 Not Start sweep are not and documented supplies have been potential problems are defined and implemented
identified established for the work identified and fixed
area
No work area Work area agreements are Work area agreements for Agreements for labeling, Methods for
agreements exist identified and documented needed item labeling and housekeeping, housekeeping, labeling,
for needed item visual controls are posted inspections, and work inspections, and work
Standardizin
g 20 4 Not Start organization and work and followed by work team place design are place design are
area controls consistently followed and continually improved and
demonstrate area shared externally as
performance improvement applicable
There is no 5S level has been Work team is routinely Sources and frequency of Root causes have been
measurement of 5S determined and posted on checking area to maintain problems are documented eliminated and
performance the communication board 5S agreements and as part of routine work, improvement actions focus
Sustaining 20 4 Not Start posting results root causes are identified, on developing preventive
and corrective action plans methods
are developed
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5S Score Card Plant

1
Max 100
Month 90
80
Zone Mark 1 2 3 4 5 6 7 8 9 10 11 12 8
70
2

60
Max
50
1 100 70 24 40 40
30 1
2 100 5 10 50 20
10
7 0 3 2
3 100 18 20 50

4 100 24 12 40 3

5 100 20 40 60 4

6 4
6 100 5 20 40 10

7 100 18 40 50 5

8 100 24 40 50
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Preparing for Implementation

Obtain existing standards for color-coding and

signage
Decide on 5S color-coding and signage standards
Prepare for Sorting
Prepare for Simplifying
Prepare for Systematic Cleaning
Prepare for Standardizing
Prepare for Sustaining
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Summary: Implementing Five S’s

Share 5S Overview
Choose work area implementation group
Determine implementation targets, activities, and
schedules
Document current situation
Apply 5S’s
Document improvements
Determine new improvement goals and action steps

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Issues and Concerns

Communicating across shifts
Disposing of, or moving, personal items
Making time available
Following agreements consistently
Maintaining the gains
Giving rewards and recognition
Integrating 5S with other improvement activities

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1. Safety Signage/ Symbol

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2. Safety Floor Marking

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3. CLASS LABLES OF DANGEROUS GOODS UNDER

CMVR1989 (Types of chemicals ) 3
CLASS-1 : EXPLOSIVES
e.g. TNT, Symbol-Exploding bomb with orange
background
CLASS-2.1 : FLAMMABLE GASES
e.g. LPG, Hydrogen, Symbol-white flame
with red background

CLASS-2.2 : NON-FLAMMABLE GASES

e.g. Chlorine, Nitrogen, Symbol-black cylinder
with green background 53
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CLASS-3 : FLAMMABLE LIQUIDS

e.g. Petrol,
Symbol-white flame with red background
CLASS-4 : FLAMMABLE SOLIDS
e.g. Calcium carbide, Sulphur,
Symbol-black flame with red & white vertical
stripes background
CLASS-5.1 ORGANIC PEROXIDE
e.g. Hydrogen Peroxide,
Symbol-black flame above circle , yellow background
CLASS-5.2 OXIDIZING AGENT
e.g. KMnO4 54
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CLASS- 6 POISON (TOXIC)GAS

.

e.g. Chlorine, H2S, CS2; Symbol-black skull with

crossbones with white background

CLASS-7:RADIOACTIVE SUBSTANCES
e.g. Uranium, Radium

CLASS-8 :CORROSIVE
e.g. Hydrochloric Acid, Sulphur acid, Caustic Soda

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 COLOR CODE FOR MEL 1 GASES
GAS TYPE CYLINDER COLOR SAMPLE

THC/HC (AIR BASE) WHITE WITH RED BAND

LIGHT PINK WITH RED

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THC/HC (N2 BASE)

BAND

WHITE WITH YELLOW

Nox (N2 BASE)
BAND

WHITE WITH RED &

CO (N2 BASE)
YELLOW BAND

DARK GREY WITH BLACK

CO2 (N2 BASE)
BAND

DARK GREY WITH 2

O2 10%(N2 BASE)
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BLACK BANDS

N2
FRENCH GREY WITH
(ZERO/MPA/EARTHQUAK
BLACK BAND
E)

O2 (CLA ) BLACK

AIR (BURNER ZERO) FRENCH GREY

H2 + He (FUEL) BROWN
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6.Traffic / Road signs

Traffic signs are divided into three main categories.
(i) Mandatory/regulatory signs
(ii) Cautionary signs
(iii)Information signs

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KAIZEN REPORT
Name Counselor. Shubham Implementation Month Mar-18
Area :Mascot Plastics Model Work
Subject: 5S Improvement
Station-M
Before After

3
1
4
Insert photo Insert photo

Description Description
1. No Information Board for Standards 1. Information Board for Standards
2. Material Out Location Not Defined 2. Stand for output material made
3. Lux level not Proper 3. Provided light for required Lux level
4. Red Bin available but defect not identification 4. Red Bin available with partition to identify defect
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KAIZEN REPORT
Name Counselor. Shubham Implementation Month Mar-18
Subject: 5S Improvement Area:Mascot Plastics Model Machine
Before After
3

Insert photo Insert photo

2
Description Description
1. No Information Board for Standards 1. Information Board for Standards
2. Material Out Location Not Defined 2. Stand for output material made
3. Lux level not Proper 3. Provided light for required Lux level

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KAIZEN REPORT
Name Counselor. Shubham Implementation Month Mar-18
Subject: 5S Improvement Area Mascot Plastics Model Machine
Before After

Insert photo Insert photo

Description Description
1.Loose wiring of Barrel Heater. 1. Separate box for Barrel heater wires
2.Chances of wire burn due to material 2. Chances of wire breakage during operation will reduce.
3. Operator Safety will improve
leakage. 4. Chances of wire burn out due to material leakage will
reduce.
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KAIZEN REPORT
Name Counselor. Implementation Month
Subject: 5S Improvement Area Mascot Plastics Material Storage
Before After

Insert photo Insert photo

Description Description
Material Kept on floor Pallets Made to ensure no Material on
Floor

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KAIZEN REPORT
Name Counselor. Shubham Implementation Month Mar-18
Subject: 5S Improvement AreaMascot Plastics FIFO Incoming-
Before After

Insert photo Insert photo

Description Description

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KAIZEN REPORT
Name Counselor. Shubham Implementation Month Mar-18
Subject: 5S Improvement Area Sadhna Coils Shadow Board
Before After

MIX Tools in box Insert photo

Description Description

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KAIZEN -1
Company: Sadhna Coil Spring Mfg. Co. Dept..: Result: Increase in Productivity, Month of Report Sep’17
Production Quality & 5S.

Subject:-:-Automatic Coiling Machine Area is now organized By Part No.: Process: Coiling & Gap Cutting
the Implementation of 5-S
Before After Productivity

Quality

Cost

Delivery
Description with Description with
photograph photograph Safety

Morale

COMMENTS :.Unorganized Automatic Coiling COMMENTS:. Organized Automatic Coiling 5S

Machine Area Machine Area
Others

Why-Why Analysis Horizontal Deployment Cost saving/Year

Unorganized Machine Area Leads to Improper Work Implemented to all Coiling Machines From A/C – 01 to Date of Imple.
Management A/C - 04
Benefits: Every Automatic Coiling Machine now has it’s own defined Area Suggested by SPRL
& Tools are also Kept in Organized Sequence Cleanly. Approved by Mr Om
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KAIZEN -2
Company: Sadhna Coil Spring Mfg. Co Deptt.: Stress Result: Good 5s Month of Report Sep’17
Relieving

Subject:-:-Modified the shoop floor Part No.: Process:

Before After Productivity

Quality

Cost

Delivery
Description with
Safety
photograph
Morale

COMMENTS :. Surface are not colored according 5s COMMENTS:. Surface are colored according to 5s 5S

Others

Why-Why Analysis Horizontal Deployment Cost saving/Year

Date of Imple.

Benefits: Easily identify different places in organization and ensure safety of workers. Suggested by SPRL
Approved by
T R AI N I N G | AU D I T | C O N S U LT I N G Mr Om
MARUTI CENTER FOR EXCELLENCE

KAIZEN - 3
Company: Sadhna Coil Spring Mfg. Co Dept..: Raw Result: Increase in Delivery & Month of Report Sep’17
Mterial Quality 5S

Subject:-:-Raw Material Area is now organized By the Part No.: Process: Raw Material
Implementation of 5-S
Before After Productivity

Quality

Cost

Delivery
Description with Description with
photograph Safety
photograph
Morale

COMMENTS :. Unorganized Raw Material Stock Area COMMENTS:. Organized Raw Material Stock Area 5S

Others

Why-Why Analysis Horizontal Deployment Cost saving/Year

Unorganized Area Leads to Improper Work Management Date of Imple.

Benefits: Easy to maintain Sequence of Wire Size in Raw Material Stock. Suggested by
SPRL
Approved by
T R AI N I N G | AU D I T | C O N S U LT I N G Mr Om
MARUTI CENTER FOR EXCELLENCE
KAIZEN - 5
Company: Sadhna Coil Spring Mfg. Co. Dept..: Result: Increase in Quality & 5S. Month of Report Oct’17
Production

Subject:-:- Separate Stands For In-Process Inspection Part No.: Inspection Instruments Process: Coiling & Gap Cutting
Instruments
Before After Productivity

Quality

Cost

Delivery
Description with Description with
photograph Safety
photograph
Morale

COMMENTS :. Inspection Equipments were Kept on the COMMENTS:. Separate Stands For In-Process Inspection 5S
Machine. Instruments
Others

Why-Why Analysis Horizontal Deployment Cost saving/Year

Improper Handling Leads to Damage of Inspection Implemented to all Coiling Machines From A/C – 01 to Date of Imple.
Equipments A/C - 04
Benefits: Proper Storage & Handling of Inspection Equipments Suggested by MACE
Leads to Increase in Quality. Approved by Mr Om
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KAIZEN - 6
Company: Sadhna Coil Spring Mfg. Co Dept..: Result: Increase 5S Safety & Month of Report Dec. 2017
Production Production

Subject:-:- Installation of Bin Holding Stands at the Premises Part No.: Process Bins Process: Copper Coating

Before After Productivity

Quality

Cost

Delivery
Description with Description with
Safety
photograph photograph
Morale

COMMENTS :. Bins put on shop-floor for rinsing COMMENTS: Bin on Stand 5S

of Circlip in chemical
Others

Why-Why Analysis Horizontal Deployment Cost saving/Year

Operator Has to Bend to Process the material Applied to All Production Department Date of Imple.

Benefits: Operator Can Process the Material Without Bending Suggested by MACE
Which is good For Safety & Production Increases. Approved by Mr Om
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KAIZEN REPORT
Name Counselor. Shubham Implementation Month Sep-17
Subject: 5S Improvement AreaARC Machine Tools Traub Section
Before After

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Description Description

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KAIZEN REPORT
Name Counselor. Implementation Month
AreaARC Machine CNC & VMC
Subject: 5S Improvement
Tools Section
Before After

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Description Description

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KAIZEN REPORT
Name Counselor. Shubham Implementation Month
Subject: 5S Improvement AreaTechnoenterpriseShop floor
Before After

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Description Description

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KAIZEN REPORT
Name Counselor. Sharad Implementation Month Feb-18
Subject: 5S Improvement Area
Before After

Insert photo Insert photo

Description Description
Gallery is covered with shade and sectionally divided
Gallery was open could not be utilised for keeping tools for keeping tools and scrap of raw material and
and wip material in open condition rejection of wip.

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KAIZEN REPORT
Name Counselor. Sharad Implementation Month Feb-18
Subject: 5S Improvement Area
Before After

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Description Description
Both rooms were demo;ished and the space was
Earlier there was a concrete roomwhich was not used utilized for making a standard room for quality
due to awkward structure and layout departmet

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