What is the 5s system in production? The 5C system in production: description, features, principles and reviews

The 5c system is a concept for rationalizing the workspace that came to us from Japan. It implies that each employee must optimize their activities as much as possible by following only five rules. Moreover, no new or special skills will be required from employees. Read about the principles of the approach and how to implement them.

In the post-war period, when the Japanese auto industry competed fiercely with the American one, Toyota plant engineer Taiichi Ono was able to introduce principles of order, discipline and rationalization into the enterprise, which made it possible to increase productivity without significant costs.

The 5c system in production became a continuation of the scientific works and experiments of Frederick Taylor on the introduction of rationing and rationalization of labor in production, which he carried out in the USA at the end of the 19th century. However, the 5S system is based on Japanese traditions and lean production culture.

Lean principles are the basis of most industries around the world, as the fight against waste has been going on for more than 50 years. But companies operating, for example, in the field of consumer goods, relied mainly on the sales and marketing system, production efficiency was not among the priorities - and only recently the situation has changed. With the development of new technologies, lean manufacturing principles have evolved into a new phase of business transformation.

5s system: five principles

1. Seiri (整理) – Sorting

Sorting assumes that all things and objects lying in the workplace are divided into 4 types according to frequency of use: constantly, often, rarely and never. Accordingly, those that are not used are put away in storage, those that are constantly lying “right at hand,” those that are often used are nearby in a drawer, and those that are rarely needed are somewhere further away in a cabinet.

Everything seems simple and clear. Probably everyone knows how difficult it is to find something when everything is piled up. Or when, say, the kitchen is on the first floor, and they are serving on the third - running back and forth is very tiring. Therefore, the principle that “everything you need is at hand” saves time and productivity ().

2. Seiton (整頓) – Maintaining order

This is the 5S method, according to which “everything has its place,” that is, it is a direct continuation of Seiri. Once things are sorted, each item should be assigned a specific place. This location must be signed and marked, and the item itself must be marked with a red tag with the appropriate entry. In Japanese, such tags are called “Kanban” (). Sometimes objects are circled to know their exact location.

How to implement the 5s system: the experience of a Russian company

We'll tell you how one Russian company managed to overcome staff resistance and introduce lean principles - you may find its unique experience useful.

3. Seiso (清掃) – Keeping the work area clean

The question often arises: who should clean: the worker himself or the cleaner. Imagine that a cleaning lady begins to wipe the open computer of an IT department employee with a damp cloth, who may be in sleep mode - a short circuit is guaranteed. Therefore, the Seiso rule states that the employee must clean up his own workplace.

4. Seiketsu (清潔) – Standardization

Standardization includes rules, instructions for performing certain works, standards for their implementation, the means used, etc. The point is that standardizers, for example, have already calculated how many parts a worker should produce on a certain machine over a certain period. If it works in its own way, then:

either he will do it faster than necessary (in Japan, the Just-in-Time system does not encourage this), and will “chill”, interfering with others;
or it will do it faster at the expense of quality (after all, quality and speed are mutually opposite concepts);
either it will make it slower and slow down the work of others, or at great expense, etc.

The 5S system of organizing and rationalizing the workplace involves describing and monitoring the implementation of the first three points: sorting, order and cleanliness. From time to time, management makes a control walk and enters all data on workplaces into a control sheet:

INSPECTION CHECKLIST (fragment)

(name of division)

for __________ month 20__

	Criterion	Date of inspection
1. Sorting and removing unnecessary things (determine what is there, what is necessary, get rid of the rest)	At the workplace there is unnecessary and not in the required quantity of equipment, tools, containers. etc.
Total problems for 1C

2. Maintaining order, creating space for what is needed (determining places for what is left)	Permanent places for things are not obvious the first time (the markings are missing or not visible)
Total number of problems identified by the previous scan
% of current problems to previous ones
Full name of the inspector
Inspector's signature

5. Shitsuke (躾) – Self-discipline and improvement

It is quite obvious that the entire 5c system will not work if the enterprise employees themselves do not want to use it. To convince employees in Japan, they primarily use employee honor boards, comparative photographs and other visual propaganda.

In addition, using the 5s system to streamline the workplace and processes requires creativity. Employees should suggest appropriate improvements. And management as a whole must constantly optimize the process. Therefore, the Japanese often get together after work and discuss how they can improve something.

For example, to optimize the workspace, a “Spaghetti” diagram (named because of its resemblance to pasta) is often used. The figure marks the routes taken by employees or clients, or tools, or documents, etc. and see how workstations can be arranged differently to reduce unnecessary running time.

Drawing. Spaghetti diagram

The diagram shows that before the changes, the goods traveled a longer path than after the location of the departments and warehouse along the route of the goods from the workshop. Accordingly, this reduces logistics time.

Problems of implementing the 5 C (lean production) system in Russia

One day, the director of the publishing house where I worked as head of the sales department warned that tomorrow all unnecessary things would be taken away from all employees and placed in a warehouse until further notice. Nobody attached much importance to this, since by the word “unnecessary” everyone understood something different.

The next day, the director and two assistants from the security department began to go through the departments and take away from the employees everything that was on the tables, in the drawers and on the shelves. The people were indignant, but the security forces were adamant. After this, the director announced that if someone really really needs something, he must write a written request, go to the warehouse and look for his things there.

The most unlucky ones were the back office employees. If the director bypassed the accounting department, then the “clerks” were forced to rummage through bags and folders in the book warehouse for several days to find their working documents. As for the office, the people did not go to the warehouse to get it, but ordered everything from a new secretary. Several people could not stand it and quit.

Result: for several months the employees carefully hid everything from the director’s eyes, and he was happy with the clean tables. However, labor productivity has not increased.

What is the difficulty of implementing the 5c system in production and offices in Russia?

1) Russian mentality. In textbooks on international management, three types of culture are distinguished, characteristic of different nations: monoactive, polyactive and reactive. Monoactive and reactive cultures, which include the Japanese, Germans, Americans and others, live strictly according to plans, rules and instructions, strictly observing all deadlines and work schedules. At one time, they usually do only one thing.

Carriers of a multi-active culture do many things at the same time, without adhering to clear rules, plans and schedules, adapting them to the current moment. They do not what they should, but what they like. These cultures include: Italians, Arabs, Mexicans, Africans, Russians, etc.

For representatives of these cultures, the concepts of order, discipline, instruction, technology, etc. are very relative. They can only be maintained at a high level in an authoritarian hierarchical structure, such as the army.

Since for representatives of Western cultures the main incentive is reward, for Eastern cultures it is the enjoyment of the process, and for Russians it is bashing and a menacing shout from superiors, the system of introducing “order and discipline” in the workplace at a Russian enterprise is possible only through forceful pressure from superiors: swearing, fines etc.

See what to do if you need to restructure your work. The solution will help the head of the financial service to avoid the opposite effect of reforms - increased staff turnover and sabotage on the part of employees.

Production system. 5S procedure

PREFACE

The standard was developed and introduced for the first time.

Application area
Normative references
Definitions
Notations and abbreviations
Goals and objectives of 5S implementation
1S-Sorting (“Red Label Campaign”)
2S-Order
3S-Cleaning/supervision
4S-Standardization
5S-Improvement

Appendix A (mandatory) order form for the “Red Tag Campaign”
Appendix 5 (mandatory) form of registration form for items marked with red labels
Appendix B (mandatory) red label form 19
Appendix D (recommended) block diagram: decision-making algorithm for subjects
Appendix E (mandatory) Form of protocol of work of the 5S commission in the department
Appendix E (mandatory) Form of protocol of work of the factory commission
Appendix G (recommended) example of designing a storage location
Appendix I (mandatory) cleanliness standard
Appendix K (recommended) example of filling out the cleanliness standard
Appendix P (mandatory) instructions for filling out the cleanliness standard
Appendix M (mandatory) form “Cleaning schedule”
Appendix N (optional) example of filling out a cleaning schedule
Appendix 0 (mandatory) form “Logbook for monitoring compliance with cleanliness standards”
Appendix P (mandatory) 5S checklist form for assessing production culture
Appendix P (mandatory) report form based on the results of the production culture assessment
Signatures
Change registration sheet
Reference list

1. AREA OF APPLICATION

This enterprise standard (hereinafter referred to as the standard) establishes the principles of rational organization of workspace in production departments.

This standard is intended to determine the order of work for the rational organization of the workspace, following which you can get the maximum benefit from the available resources.

Within the framework of the described activity, the responsibility, powers and procedure for interaction of the relevant services and officials are established in the implementation of all procedures and rules provided for by the standard.

The standard is a working level document.

2.REGULATIVE REFERENCES

STP Organization of operation, maintenance and repair of equipment.

Regulations on the procedure for submitting and implementing kaizen proposals

3.DEFINITIONS

5S is an element of the enterprise’s production system containing the principles of rational organization of the workspace.

1S— Sorting is the first stage of the 5S system. At this stage, your workplace is cleared of everything that is not needed when performing current production operations, that is, necessary items are separated from unnecessary ones and the latter are removed. “Red label campaign” is the method by which 1S-Sorting is carried out. Red Tag Zone - A place to store excess items marked with a red tag until decisions are made.
2S- Order - the second stage of 5S. At this stage, storage locations are organized in such a way that the items are convenient to use; each of them has its own place and the required quantity.
3S— Cleaning/Observation is the third stage of 5S, which involves the process of integrating cleaning and equipment maintenance into the production process.
4S— Standardization is the fourth stage of 5S. At this stage, cleanliness standards (standards) are developed to maintain order on a systematic basis.
5S— Improvement is the fifth stage of 5S. The goal of this stage is to make it a habit to follow previously established procedures.

4. NOTATIONS AND ABBREVIATIONS

BUSK— quality system management bureau
GI- Chief Engineer
fuels and lubricants— fuels and lubricants
ETO- daily maintenance
KY zone— 3 red labels
"Campaign"— Red tag campaign
ND- normative documents
WIP- unfinished production
N.r.m.- material consumption standards
BSP– production improvement bureau
RI- working instructions
STP- enterprise standard
MSW- municipal solid waste
TD— technological documentation
THAT— technological equipment
TP- technological process
FIFO- first to come - first to go (from English: first in first out)

5. GOALS AND OBJECTIVES OF IMPLEMENTING 5S

5.1. The task is rational organization of the workspace

5.2.1. Making the most of available resources.

5.2.2. Maximum involvement of personnel in the process of continuous improvement.

5.2.3. Elimination of losses in the process of performing work operations (for example, unnecessary actions - moving unnecessary stocks, sorting them, etc.).

6. 1S-COPTIPOBKA (“Red Label Campaign”)

6.1. The “Red Tag Campaign” (hereinafter referred to as the “campaign”) is carried out at the direction of the General Director. Coverage areas are determined by the Director General.

6.2. BSP prepares memos to function directors on the composition of 5S commissions. Duration: 1 working day.

6.3. Heads of departments prepare proposals for the composition of commissions. They coordinate them with the functional directors and send the composition of the 5S commissions by division to the BSP. Duration: 1 working day.

Approximate composition of the 5S commission: chairman of the commission - head of the department; deputy chairman - deputy head of the unit; members of the commission - head of the bureau, foreman; secretary of the commission - dispatcher, technician.

6.4. The BSP prepares a draft order for the “campaign” (Appendix A) and sends it to the functional directors for approval. Duration 1 working day.

6.5. Functional directors agree on the draft order and send comments and suggestions to the BSP. Term - 2 working days.

6.6. The head of the BSP prepares a draft order, taking into account suggestions and comments, and endorses it with function directors within 2 days. The head of the BSP is responsible for issuing the order.

6.7. The head of the unit in which the “campaign” is being conducted determines the location of the red tag zone (hereinafter referred to as the KY Zone). The location must meet the following criteria:

6.7.1 Compliance with industrial safety requirements.

6.7.2. Convenience of working with objects in the KY Zone.

6.7.3. Ensuring the safety of items.

6.8. The head of the unit in which the “campaign” is being conducted is responsible for preparing the KY Zone, designates the KY Zone with signs and signs, and places item registration forms (Appendix B) and red label forms (Appendix B) in the KY Zone.

6.9. The head of the department in which the “campaign” is being conducted appoints those responsible for the functioning of the KY Zone on shifts.

6.10. Regulations for the “campaign”:

6.10.1. Employees of the unit are identifying unnecessary items at their workplaces.

6.10.2. Employees of the unit remove identified unnecessary items to the KYA Zone. Identified unnecessary items listed on personal cards.

6.10.3. Support for the “campaign” is provided by BSP employees. Heads of departments must ensure access for BSP employees to places where items are stored.

6.10.4. The person responsible for the operation of the KY Zone (hereinafter referred to as the person responsible for the shift) receives and places items and is responsible for their safety. fills out the item registration form.

6.10.5. The secretary of the 5S commission daily enters data into the computer system (in the Excel program) in accordance with item registration forms.

6.10.6. At the end of the work, the 5S commission for the division accepts the storage locations.

6.10.7. The 5S Commission for the division makes a decision on items removed to the KY Zone (Appendix D).

6.10.8. The 5S Commission summarizes the results of the work and formalizes them in a protocol (Appendix E). The approved protocol is sent to the factory commission.

6.11. The factory commission carries out selective acceptance of storage locations by division and makes decisions on items removed to the factory KYA Zone. (Appendix D). The head of the unit provides access to storage areas for items.

6.12. The factory commission sums up the results of the “campaign” and formalizes them in a protocol (Appendix E).

6.13. The factory commission approves the removal schedule for removed items.

6.14. BSP controls the implementation of the removal schedule for remote items.

6.15. The factory commission approves proposals for incentives for departments and employees of the enterprise.

6.16. The results of the “campaign” are displayed on the information board. Responsible: HR Director, Head of BSP.

7. 2S - ORDER

7.1. The foreman (or a person replacing him) determines the storage locations for items on the work site and the surrounding area.

7.1.1. Storage places can be: closet, rack, cabinet, cart, table, assigned area.

7.1.2. Tools, equipment, and auxiliary materials that are constantly necessary for current production activities must be placed at the workplace.

7.1.3. The storage location should contain tools, equipment, basic and auxiliary materials necessary for current production activities and not requiring placement at workplaces (the item is not needed constantly).

7.2.1. Storage areas for items must be equipped taking into account the opinion of the worker working at this workplace.

7.2.2. Storage areas for parts, tool blanks and equipment, components and spare parts, containers should be located as close as possible and convenient for their further use (Appendix G).

7.2.4. The storage space should be sufficient so that items can be easily taken out and, if necessary, returned back (in one movement).

7.2.5. Any deviation due to incorrect placement of objects should be visible at first glance.

7.3. Requirements for registration of storage areas:

7.3.1. The master (or a person replacing him) is responsible for the design of storage areas for items.

7.3.2. The location of items must prevent damage and loss of items and materials.

7.3.3. The accumulation of dirt, dust, rust, and the occurrence of mechanical damage must be excluded.

7.3.4. All items must be visible.

7.3.5. Storage locations for items and materials must be marked with the appropriate indicator: name; designation quantity (if necessary). The markings must be visible, the inscriptions must be neat and readable. Marking methods: stickers, writing with a marker. Sticker shape: main color - white, inscription color - black, gray. It is recommended that the inscription be placed horizontally. Font height is 10-20 mm.

7.3.6. The boundaries of the location of objects and materials must be marked with a solid green stripe. Strip width 10-30mm.

7.3.7. The area where objects are located should be marked in light gray.

7.3.8. In storage areas, the minimum and maximum stock levels must be determined and designated (Appendix G):

7.3.8.1. The minimum stock level must be indicated by a full yellow color or a 10-30 mm yellow outline stripe.

7.3.8.2. For a single item, the minimum stock level can be indicated by completely painting yellow where it is stored.

7.3.8.3. The maximum inventory level should be indicated by a solid line in green. The item location boundary is the designation of the maximum inventory level. Strip width 10-30 mm.

7.4. Requirements for registration of workplaces.

7.4.1. The master (or the person replacing him) is responsible for the design of workplaces and the arrangement of objects on it.

7.4.2. Each workplace must be marked with a yellow (yellow-black) contour line 50-60 mm wide and have a number (or an indication of the number of the operation performed on it).

7.4.3. Areas where objects of different functional purposes are located at workplaces can be marked in different colors by continuous painting or by applying a contour strip 10-30 mm wide.

For example:

location of equipment - in blue;
location of the measuring instrument - blue;
location of auxiliary materials - beige (brown) color;
location of components and work area - green;
the location of containers with non-conforming products is in red.

7.4.4. Any deviation due to incorrect placement of items must be visible at first glance.

7.5. The foreman (or the person replacing him) is responsible for the safety of items and materials in storage areas, for the timely provision of materials in the workplace, for maintaining inventory levels, for maintaining order.

7.6. The introduction of improvements in production culture is carried out through the submission of kaizen proposals.

8. 3S - CLEANING/SUPERVISION

8.1. Each employee is responsible for maintaining the workplace and surrounding area in perfect cleanliness.

8.2. The foreman (or a person replacing him) is responsible for organizing the cleaning of the work area.

8.3. Each department must develop a 5S responsibility map indicating the areas of responsibility for each section. The responsibility map is developed on the basis of the workshop layout, on which the areas of responsibility of the sections can be indicated in different colors.

8.4. To maintain order on a systematic basis, on a monthly basis, the master (or the person replacing him) is obliged to develop and maintain a 5S cleaning schedule (Appendix M) for each area with the obligatory indication of the specific persons responsible for the cleaning objects indicated in the schedule in accordance with Appendix N.

8.5. The foreman (or the person replacing him) is also responsible for providing the team with household equipment for cleaning.

8.6. In addition, every day the foreman (or the person replacing him) is obliged to inspect the area of responsibility to identify foreign objects on the site, the quality of cleaning of workplaces, the compliance of storage of objects, and compliance with health and safety requirements.

8.7. The purpose of the monitoring process is to identify equipment problems in a timely manner.

8.8. The assessment of the operating condition of the equipment is carried out according to the instructions for daily maintenance (ETM), developed by OGM and OGE specialists for each piece of equipment.

8.9. If inconsistencies in the operation of equipment are identified, as well as the expiration of the stipulated preventive and repair work periods, maintenance personnel are obliged to register these facts in the shift acceptance and delivery log and report to the foreman (or the person replacing him). The foreman (or a person replacing him) visualizes the received information on the information board for the daily maintenance of equipment according to the rules.

9. 4S - STANDARDIZATION

9.1. To visually monitor compliance with the systematic implementation of the procedures of the first three stages, a cleanliness standard is developed for each workplace where items are stored.

9.2. The master (or the person replacing him) fills out the cleanliness standard (Appendix I) for each workplace, place of storage of items in accordance with Appendices K, L.

9.2.1. The master (or the person replacing him) draws up the cleanliness standard in 1 copy. The master (or the person replacing him) places the cleanliness standard above the standard object.

9.3. The employee cleans the workplace in accordance with the work instructions.

9.4. Each employee accepts and hands over the workplace in accordance with the cleanliness standard. In case of deviation from the standard, the employee is obliged to inform the foreman (or the person replacing him) about this.

9.5. The foreman (or a person replacing him) checks the area daily to ensure compliance with cleanliness standards.

9.6. The shop manager (or his replacement) weekly checks the storage areas of items in the department for compliance with cleanliness standards. The test results are recorded in the journal (Appendix 0)

9.7. The BSP process engineer also conducts weekly inspections of storage areas for compliance with the cleanliness standard.

9.8. If a deviation from the cleanliness standard is detected, the BSP process engineer must:

9.8.1. Take a photo of the violation.

9.8.2. Place photographs with deviations from the cleanliness standard in electronic form in the network folder “Log of non-compliance with cleanliness standards” of the corresponding department.

9.8.3. Make a record of the identified deviation from the cleanliness standard in the electronic “Record of non-compliance with cleanliness standards.”

9.9. Each unit manager daily views in a network folder the electronic “Log of non-compliance with cleanliness standards” and files with photographs of deviations from the cleanliness standard of his unit.

9.10. Non-compliance with the cleanliness standard must be corrected within 1 business day.

9.11. The date of elimination and the reasons for the non-compliance are recorded in the electronic “Logbook of non-compliance with cleanliness standards”.

9.13. Deviation image files are stored for 1 year.

9.14. The assessment of the state of production culture is carried out by a control inspection. The frequency of inspection is determined by the Production Director by production order.

9.14.1. Composition of the control inspection: production director, BSP specialist, representative of the unit being inspected (deputy shop manager, foreman)

9.14.2. Assessment of the state of production culture is carried out according to the 5S checklist (Appendix P, form P1) using a 100-point system;

Completed 5S checklists are placed by the BSP specialist in a network folder for analysis and development of measures to eliminate inconsistencies by site foremen;

9.14.3. Based on the results of the inspections, the BSP specialist draws up a report in the form (Appendix P, Form P1) and transfers a copy to the HR Directorate for financial incentives for employees.

The report is submitted no later than the third day of the month following the settlement month.

9.16.1. To evaluate the activities of site foremen and department administrations in the direction of implementing and maintaining the 5S production system, an indicator is used - the Minimum Level of Production Culture (MLCL), which is established monthly by order of the Director of Production.

9.16.2. To motivate the main workers aimed at involving them in the process of implementing and maintaining the life of the 5S production system, the indicator is used - the Optimal Level of Production Culture (OPCL), which is established monthly by order of the Director of Production. When a site reaches the EQP for a month, the main workers of this site are paid a bonus of 2%. If there are critical comments, the bonus to site employees is reduced by 0.5% for each comment. A critical remark is considered to be any violation of the requirements of the STP, regulations, technological and design documentation operating within the framework of the enterprise's QMS. When all sections achieve the target indicator, all employees of the division are paid a bonus of 2%. (This indicator is established only for divisions working according to the Regulations on Bonuses).

9.17. The results of 5S audits and the implementation of measures to eliminate comments identified during the audit are analyzed at meetings on production improvement with the Production Director.

10. 5S - COMBINED HISTORY

10.1. Any employee can submit proposals for improving the workplace or storage areas to the site foreman. The master (or a person replacing him) draws up a kaizen proposal.

10.2. The master (or the person replacing him) draws up the cleanliness standard again after implementing kaizen - proposals at the storage site.

5C is a management philosophy with which effective production begins and without which it simply cannot exist.

5C is in second place after mapping in terms of popularity of use in TECHNONICOL. We started implementing 5C in the Company about 10 years ago and continue to this day. This tool helps achieve customer satisfaction, cost leadership, safety, and high productivity. Problems are not visible until the workplace is organized. Cleaning and tidying your work area helps uncover problems, and identifying problems is the first step to improvement. 5C are five words starting with the letter “s”:

Step 1 - “sorting” - clearly dividing things into necessary and unnecessary and getting rid of the latter.

Step 2 - “maintaining order” (neatness) - organizing the storage of necessary things, which allows you to quickly and easily find and use them.

Step 4 - “standardization” (maintaining order) - following the established procedures of the first three steps.

Step 5 - “improvement” or “self-discipline” (formation of habit) - improvement, maintenance of results achieved previously.

Figure 1. Organization of the workspace according to the 5C principle

Main goals of 5C:

Ensuring cleanliness in the workplace.
Saving time, mainly on finding what you need for work.
Ensuring safe work, reducing the number of accidents.
Increasing the level of product quality, reducing the number of defects.
Creating a comfortable psychological climate, stimulating the desire to work.
Elimination of all types of losses.
Increasing labor productivity (which in turn leads to an increase in the profit of the enterprise and, accordingly, an increase in the income level of workers).

Step 1 "1C"

Sorting involves:

Separation of all items in the operating area into necessary and unnecessary.
Removing unnecessary items from the operating area.

To remove unnecessary items from the operational area at the initial stage of implementation, we used the so-called “red tag campaign”, when a red tag (flag) is attached or hung on each item that is a candidate for removal. All employees of the department where the sorting took place were involved in this process, and as a result, items were identified that:

must be immediately removed, thrown away, or disposed of;
should be moved to a more suitable storage location;
must be left and their places must be created and designated for them.

For items with red flags, a “quarantine zone” was organized, which was sorted through once a month. Items that remained in the quarantine zone for more than 30 days were either moved to a permanent storage location, usually in a warehouse area, or sold, and sometimes disposed of.

The red label can be a regular red sticker with the date on which the item was moved to the quarantine zone, or it can be more complex in form: with information about the unit, the reasons for moving to the quarantine zone, those responsible, etc. An example of a red label in Figure 2.

Figure 2. “Quarantine zone” with items placed in it with red flags

Step 2 "2C"

It is not enough to put everything in its place once; this order must always be observed by everyone. When walking around workplaces at the initial stage of implementing 5C, many problems arose with returning tools and equipment to their place. Some time passed until the optimal location for items in the operating area was selected, which allowed any employee to easily use, quickly find and return documentation, tools, materials, and components to their place. When marking the place where items were stored, we tried to use principles that would make it possible, at the first glance at any place, to immediately determine what should be there, the number of items and their shelf life. For these purposes, different visualization methods were used:

1. Outlining objects - drawing the outline of an object on the surface where the object should be stored

Figure 3. Quality table, production of mineral insulation, Ryazan

Figure 4. Outlining objects on the quality table, production of mineral insulation, Ryazan

Figure 5. Stand with tools, metalworking area, Yurga

Figure 6. Stand with tools (vertical placement and storage of tools), production site, Khabarovsk

Figure 7. Table with tools (horizontal placement and storage of tools), production site, Khabarovsk

2. Color marking, in which different types of tools and devices correspond to different colors

Figure 8. Photo of centrifuge connectors with a mating part that matches the color, production of mineral insulation, Ryazan

Figure 9. Color marking of pipelines at the binder preparation site, Khabarovsk

3. Marking with paint to highlight storage areas on the floor and/or aisles

Figure 10. Designation of saw storage locations in the production workshop, Ryazan

Figure 11. Metalworking area, production of mineral insulation, Zainsk

Figure 12. Open storage area, production of mineral insulation, Ryazan

Figure 13. Spare parts warehouse, mineral insulation production, Yurga

Paint marking is also used to mark dividing lines between work areas or transport passages.

Figure 14. Workshop for the production of mineral insulation, Ryazan

Step 3 "3C"

There is a saying: “clean is not where they sweep, but where they don’t litter.” Of course, keeping clean involves cleaning workplaces, making equipment and the workplace tidy enough for inspection, but the main thing was to create conditions under which the formation of dirt and dust was reduced to the minimum acceptable amount. This process continues to this day; many proposals have been submitted on this topic to improve equipment or the workplace.

It would seem that everyone understands the benefits of cleaning:

a clean workplace that is pleasant to work in (which improves the employee’s emotional state and makes the workplace more attractive);
constant readiness for work of everything that may be required to perform production tasks;
ensuring the safety of work (for example, spilled machine oil and puddles on the floor can lead to injury);
ensuring the operability of the equipment (there is no risk of dust and dirt getting into the operating mechanisms);
absence of marriage.

However, the transition from belief to action, especially in older plants with a 50-year history, has not been easy. In all departments, cleanliness checks are carried out in accordance with predetermined cleanliness criteria (cleanliness in the office and in the production workshop are not the same thing), which are indicated in the checklist. The checklist for a number of areas describes in detail the content and procedure for cleaning work, and there are photographs of the places where they were carried out:

To facilitate periodic inspection, checklists are attached near the relevant equipment to quickly check for correct completion and correct any deficiencies identified.

There is another simple tool for monitoring the standard of cleanliness of the workplace - this is a photograph of the workplace as it should be. Below is an example.

Figure 15. Cleanliness standard, mineral insulation production, Ryazan

Step 4 "4C"

Standardization is the creation of a unified approach to performing tasks and procedures. The main purpose of this stage is to prevent deviation from the continuous implementation of the first three stages. To standardize means to develop a checklist that is understandable and easy for everyone to use. Below is an example of the tabular part of a checklist for a production department and office.

Checklist for production department

Office Checklist

Fulfillment of 5C requirements is part of the professional certification of workers and engineers and has long become a general cultural norm - from the director’s office to production and auxiliary premises.

Figure 16. Workplace standard in the industrial zone of Ryazan

Figure 17. Board 5C in a finished product warehouse, mineral insulation production, Khabarovsk

Figure 18. Standard of the workplace of the chief power engineer, production of mineral insulation, Khabarovsk

Figure 19. Workplace safety standard, mineral insulation production, Chelyabinsk

Step 5 "5C"

The fifth stage is improvement or self-discipline, maintaining the results achieved previously. The stability of the 5C system does not depend on how well the procedures of the first four stages are implemented, but on whether the first four stages will be supported by the fifth.

Unlike the first four “Cs,” improvement cannot be implemented as a technique; the results of improvement cannot be measured, but conditions can be created that will encourage employees to further activities within the 5C system. The TECHNONICOL Company uses various tools for this: 5C slogans, 5C posters, information boards “Was” - “BECAME”, 5S mailings, visits to departments where 5S is being implemented, etc.

Figure 20. Posters 5C, production of mineral insulation, Cherkassy

Figure 21. Fragment of the information board 5C “WAS” - “BECAME”, Ryazan

Figure 22. Securing personal responsibility at the finished product warehouse, Zainsk

Issues discussed in the material:

What problems does the 5S lean manufacturing system solve?
How to implement the 5S lean manufacturing system
What mistakes hinder the successful implementation of the 5S methodology?
What books will help you better understand the 5S system?

The main task of the head of any company is to make every effort to increase the profitability of the enterprise, but at the same time prevent an increase in production costs. The use of the 5S lean manufacturing system will help achieve the desired result. This concept is based on the principle of rational management - elimination of all types of losses, economically sound use of internal reserves, optimization of business processes.

What is the 5S lean manufacturing system?

The 5S lean manufacturing system was not formed out of nowhere. A similar concept for managing production processes was proposed by the American engineer Frederick Taylor at the end of the 19th century. In Russia, the development of methods for the scientific organization of labor was carried out by the scientist, philosopher, revolutionary and ideologist A.A. Bogdanov. In 1911, his book was published, which described the principles of scientific management. It was on the basis of the provisions set forth by A. A. Bogdanov that NOT, the scientific organization of labor, was introduced in the USSR. But the most ideal tool for rational management at an enterprise is the 5S lean manufacturing system. An improved comprehensive methodology for organizing a workspace was proposed and implemented at the Toyota Motor plant by Japanese engineer Taiichi Ohno.

A wise engineer noticed that due to lack of consistency in production, a lot of waste occurs. If the required parts are not delivered to the conveyor in a timely manner, the result is a shutdown of the entire production line. Conversely, if parts are supplied in excess, workers have to take them back to the warehouse. This leads to lost working time and irrational use of labor resources. Based on his observations, Taiichi Ohno developed a concept called just-in-time. It is necessary to supply only the required number of parts to the conveyor, without allowing any excess. Thanks to the introduction of his methods at the enterprise, Taiichi Ono rose to the rank of CEO of Toyota.

The 5S lean manufacturing system included kanban technology, which means “advertising sign” in Japanese. Taiichi Ohno proposed attaching a “kanban” tag to each part or tool - a control card on which all the necessary information for a given part or tool was stated. Kanban tags can be used not only in production, they can be attached to finished products, office folders, medicines, etc. The next principle of 5S lean manufacturing was the concept of the Japanese philosophy of “kaizen”, which means continuous improvement of processes.

The popularity of the Japanese system is explained by the simplicity of its principles and the absence of significant costs. Each employee of the enterprise, from the cleaner to the general director, is given one task - to maximally optimize their part of the activity, which is a component of the overall labor process. The result of this approach is an increase in the overall profit of the company and, consequently, an increase in the income of all personnel. Therefore, enterprises in all countries are actively implementing the lean production system of the 5S methodology.

The 5S system is one of the most effective lean manufacturing technologies, aimed at optimizing all production processes, reducing losses, and increasing labor productivity through the rational organization of the work area. Special visual cues help improve performance. All working tools are placed so that it is convenient to use them. Continuous improvement of production processes is part of a lean culture and greatly facilitates the implementation of other lean practices.

Five components of the 5S system:

Sort ( Seiri)– preparing the workplace, sorting tools, removing unnecessary items.
Maintaining order (Seiton) – organizing the work area, determining the location of tools and other items for ease of use.
Keeping it clean ( Seiso) – maintaining cleanliness and order in the work area.
Standardization ( Seiketsu) – drawing up regulations for actions in the workplace, documenting technological operations.
Improvement ( Shitsuke) – continuous improvement of work processes, control of technological operations, implementation of the 5S system in the corporate culture.

The successful implementation of the 5S system is evidenced by a significant reduction in the amount of consumables and the area of the working area. All working tools and consumables are marked with color tags and stored in specially designated areas (baskets, drawers).

The use of the 5S system leads to an increase in production indicators:

transparent technological route;
clean work area and comfortable workplace;
reduction of time spent on setting up equipment;
reducing the duration of the technological cycle;
expansion of the workspace;
reducing injuries at the enterprise;
reduction of lost working time;
increasing equipment reliability.

What tasks need to be solved before implementing the 5S lean manufacturing system

Each enterprise can organize economical and lean production. To do this, it is necessary to analyze and evaluate the results of the activities of all links in the technological process chain, from the supply of raw materials to the output of finished products. Such a comprehensive assessment will help determine how high the level of frugality is. For example, uncoordinated work of suppliers or subcontractors leads to failure of the entire production process. Unsuccessful interaction between an enterprise's support services in a timely manner carries the threat of emergency situations, plan failure, and the release of defective products.

Fundamentals of Lean 5S Manufacturing:

All actions are considered from the perspective of creating benefits for the consumer; it is necessary to exclude actions that are not aimed at creating value.
The time from placing an order to delivering the product to the consumer is reduced.
Hidden production losses are eliminated.
All efforts are aimed at continuous improvement of the production process, creating a self-learning organization.

Particular attention should be paid to eliminating production losses at all levels of the technological cycle.

The fundamental idea of the 5S system is simple and clear - any action, technological operation or process that consumes resources, but does not increase the consumer value of the finished product, is considered a waste factor.

Classification of losses causing losses to the enterprise:

Overproduction. Excessive production of products unclaimed by the customer is the most insidious type of loss, giving a false sense of security and provoking other losses. Hidden problems and unclear information hinder production optimization.
Excess inventory. Storing excess raw materials, materials, blanks, parts, finished goods, spare parts, and tools in a warehouse does not contribute to increasing the consumer value of the product.

Many Russian enterprises create reserves as protection against the crisis and uncertainty in the supply cycle or demand for products. Sometimes these reserves are quite significant. The main task of management is to determine the required and optimal amount of inventory stored in the warehouse. The use of the 5S lean manufacturing system helps to change production processes, achieve high consistency between the work of departments, and reduce the amount of inventory.

Marriage. Real losses that lead to material losses and inefficient use of labor resources.
Unnecessary operations and movements in the workplace. Irrational organization of the workplace leads to wasted time. If an employee has to look for a necessary document or go to another work area to get a tool, then the consumer value of the product also decreases.
Overprocessing. Losses arise when trying to set a more stringent standard that has no value for the customer - the manufacturer fulfills what the customer did not order. This approach increases the risk of manufacturing defects, leads to the cost of purchasing more expensive equipment or tools, requires a high level of personnel qualifications and unnecessary production operations. At the same time, the quality of the finished product remains at the same level.
Downtime. A stop in the production process occurs due to the untimely arrival of products from the previous stage. The reasons for downtime are uncoordinated work of production areas and equipment breakdowns. Often, in order to minimize negative consequences, inventories of unfinished products are increased. The implementation of the 5S lean manufacturing system will ensure the coordinated operation of all workshops and eliminate unexpected equipment stops.
Extra movements. Transportation and movement are an integral part of the production process. But no matter how far the product is moved, its consumer value will not increase. It makes no difference to the customer how the goods were transported. In some factories, the production flow is several kilometers long. This leads to an increase in the financial costs of the enterprise.
Loss of creativity among employees. Loss of creative potential is reflected in the general position of the enterprise. An employee who is disinterested in the results of his work does not strive for improvement and does not take responsibility for the quality of the operations performed.

Phased implementation of the 5S lean manufacturing system

Each component of the lean production system of the 5S methodology consists of a set of practical actions. In the list of sequence of actions, “Staff training” is in first place, and “Fixing the result obtained using a test, photography or control check” is in last place. The process of implementing and launching the 5S system must be monitored and controlled.

S1 – sorting. It is required to sort tools, materials, documents. Of all the items present in the workplace, only the necessary ones are left, and unnecessary ones should be disposed of.

Step 1. Divide all items in the work area into 3 parts:

always needed
sometimes necessary - those that are not required at the moment, but are regularly used when the work process is widely localized,
completely unnecessary - foreign objects, defects, containers, extra tools.

Step 2. Mark unnecessary items with a red tag.

Step 3. Remove all items marked with a red mark from the work area.

The first step is to define clear sorting criteria and produce labels that are clear to all employees and contain clearly stated information. This is necessary to carry out control when a clear understanding of the principle of separation of elements has not yet been formed. Subsequent adjustments to the information on the tags are allowed if necessary. Completely unnecessary or rarely used items need to find a permanent place.

S2 – maintaining order (rational arrangement of objects). The remaining items should be organized and placed in their places, observing sorting criteria and safety requirements. A rational arrangement of items will ensure:

accessibility - the item can be easily taken and returned to its place;
clarity – you can quickly find an item in its designated place;
safety.

The decision on the convenience of placing items is made only by the employee who works at this workplace, and not by the controller. If the production process is carried out in several shifts, then workers returning to the shift must be warned about the changes.

In addition to verbal information, you can apply markings using available means: marker, chalk, colored tape. For clarity, it is recommended to use a checklist so that workers can check the new layout. To ensure the ergonomics of the workplace, you can make sketches and order new shelving.

On a multi-tiered rack, it is necessary to allocate space for items that will help ensure cleanliness.

S3 – ensuring cleanliness. It is recommended to create a cleaning schedule and ensure cleanliness according to it. For this purpose, a special “place map” is created, on which each employee is assigned an area of responsibility. Before handing over the shift, the employee cleans up the workplace. With a single-shift work schedule, 10 minutes before the start of the working day and 10 minutes during lunch time are allotted for cleaning.

Before implementing the 5S lean manufacturing system, it is necessary to provide all personnel with cleaning supplies. In the future, all these accessories should be stored in an accessible place. The cleaning frequency is calculated through a practical experiment.

Good lighting of production areas makes it easier to clean hard-to-reach contaminated areas. It is recommended to eliminate all unnecessary contamination factors. For example, prohibit drinking tea and coffee in the work area.

S4 – standardization. The 5S lean manufacturing system presupposes strict adherence to standard rules for maintaining order and cleanliness, which must be documented in the form of “job descriptions.” For failure to comply with the rules, a system of penalties may be used.

Visualization is an important tool for creating a unified standard. If the work process involves a set of actions, then it is better to come up with universal conventions and familiarize all personnel with them. These can be signs, color codes, diagrams, templates.

S5 – improvement and development. The main task of the last stage is to perfect the previous four components. In order for all employees to learn to perform actions at an automatic level, it is necessary:

change the motivation system, emotionally and financially encourage initiative;
explain and promote the principles of lean 5S manufacturing, demonstrate positive transformations and improvement schedules;
carry out multi-stage control using checklists;
monitor all changes, identify current problems and adjust the process;
calculate and analyze the economic effect, demonstrate it as a positive result of implementing the 5S lean manufacturing system.

Many changes may cause staff resistance. In large companies with a developed hierarchy and the presence of divisions, it is recommended to rely on the personal authority and methods of professional interaction of heads of departments, workshops or other structural units to carry out optimization processes. They know well how to convey the essence of the new rules to their subordinates so as not to cause negative reactions and eliminate a formal attitude towards the implementation of the 5S lean production system.

An example of successful implementation of the 5S lean manufacturing program in a Russian company

As an example of the successful implementation of the 5S lean production system at a domestic enterprise, let us consider the experience of the MIR research and production association in 2004. The Russian company specialized in the production of measuring instruments, automated accounting systems for energy resources and management of energy facilities.

Even before the implementation of the 5S system, all heads of structural divisions attended a training seminar and conveyed the information received to their subordinates. In parallel, a control and monitoring commission was formed from among the shop managers, which was supposed to monitor the implementation processes at least twice a month.

In order to ensure a smooth transition to new working conditions, staff were allowed not to present their personal places of use for inspection. Apart from this exception, all other transformations were carried out in stages, in accordance with the algorithm for implementing the 5S lean manufacturing system:

the “Golden Rule” was formulated and introduced, establishing the responsibility of each employee in two areas: for their work and for the collective result;
a common computerized structure with a single folder tree has been created;
Gradually, effective proposals from the company's employees began to be collected.

Despite all the preliminary preparations, due to employee resistance, the implementation period for the 5S system was six months. Many members of the work team argued that their workplace was organized rationally and deliberately shied away from systemic changes. Inert thinking was overcome through trial and explanation.

Based on the results of monitoring and evaluation of systemic transformations, already in 2006, an increase in productivity was identified, and the quality of products increased by 16%. The implementation of the 5S lean manufacturing system has led to the following positive changes:

reduction of time for document flow (loss of documents was eliminated, their availability increased);
an increase in the level of labor discipline led to a decrease in the percentage of defects;
reducing the number of emergency downtimes and the time to eliminate them;
the emotional climate in the team became more favorable, as employees stopped conflicting over production problems.

Management understood the importance of a positive psychological attitude of all members of the workforce. Therefore, on a quarterly basis, based on the interim results of monitoring the implementation of the 5S system, the best employees and departments were awarded.

9 common mistakes that prevent you from implementing 5S lean manufacturing methods

The most common management mistakes when implementing a 5S lean manufacturing system:

Negative leadership example. If the tasks of ensuring order are assigned only to ordinary employees, then difficulties may arise when implementing the 5S system. The manager must be directly involved in all optimization processes, follow all system rules and serve as an example for subordinates. His workplace should also be in order.
Penalties. Fines and penalties have a negative impact on employee initiative. Successful implementation of the 5S system is possible only with positive reinforcement - rewarding or bonusing employees who comply well with all the new rules.
Inappropriate handling of objections. The introduction of the 5S system may cause objections from employees: “I’m so uncomfortable,” “I already know my way around my workplace well,” “I’m a supporter of creative disorder.” In this case, it is recommended to competently and clearly explain to each employee all the benefits of lean manufacturing. The main problem is to change stereotypes.

At each of the five stages of implementing the 5S lean manufacturing system, a manager may encounter formalism or a careless attitude of individual employees to system principles and rules. The most common practical mistakes when ensuring a clean workspace:

When organizing the work area, it is necessary to take into account all items and tools that are not currently available, but may become necessary in the production process. A permanent place should also be determined for them.
When sorting the list of necessary things, sometimes the “desired” group appears. It includes items that, in the employee’s opinion, may someday be useful or needed in the production process. This group also includes items of emotional stimulus: family photos, anti-stress toys, various motivators. We should not forget that it is the third group that needs to be carefully reviewed and reduced to a minimum so as not to clutter the desktop.
When all the excess and unnecessary items move into the sump, it will begin to overflow. The formulation “Let it lie here for now” is absolutely unacceptable, as it leads to the emergence of a new problem. It is necessary to clearly determine the length of time such items remain in the sump and promptly empty it of unnecessary items.
Formally clearing the work area of unnecessary items leads to functional inconvenience. Such a workplace is informally called “dead.” This situation usually arises due to conflicting relationships between the employee and the controller, who is responsible for ensuring that work areas comply with the 5S lean manufacturing system.
When sorting, keep in mind that items that are not needed in one work area may be needed in another work area. Therefore, you should not immediately get rid of unnecessary things; it is better to first find out who might need them and move them to the zone of demand.
You cannot shift the responsibility for maintaining cleanliness and order only to cleaners, who are unlikely to be able to effectively organize the workspace. Each employee is assigned a workplace and responsibility for the cleanliness of the work area. Effective functionality can only be provided by the person who works in this place.

5 books that will allow you to better understand the 5S lean manufacturing system

Lean Manufacturing: How to Eliminate Waste and Make Your Company Prosper

The book clearly and clearly describes the theory of 5S lean manufacturing. The authors reveal all the secrets of effective management and successful quality management using the example of the Japanese company Toyota, which became a pioneer of lean manufacturing and achieved excellent results. After reading this book, you will learn how you can ensure the long-term competitiveness of your business without high costs. This international bestseller has been reprinted many times.

The book describes in detail not only the 5S methodology, but also analyzes the experience of leading enterprises in Japan, the USA, and Germany.

The Toyota Way: 14 management principles for the world's leading company

The book outlines the history of the creation and development of the Japanese company Toyota. The success and prosperity of the world's leading enterprise is based on 14 principles. The author believes that any company has the opportunity to implement the 5S lean manufacturing system and achieve outstanding results.

Author Jeffrey Liker, after 20 years of studying Toyota's philosophy, based on his observations, derived a universal and effective formula for success. After reading this book, you will be convinced that the use of foreign experience is possible at Russian enterprises.

Selling goods and services using the lean manufacturing method

The main goal of lean manufacturing is to overcome the contradictions between time and money. The authors of the book talk about how you can organize the production process with minimal costs and losses, while saving time and producing high-quality products.

The book is intended for a wide range of readers: senior and middle managers, businessmen and entrepreneurs, specialists from consulting companies, teachers and students of economic universities.

5S for the office. How to organize an effective workplace

A book for the Russian reader. It talks about how to implement the 5S system in an enterprise and rationally organize the work area in the office. According to the authors, the 5S lean manufacturing system is the most effective tool for optimizing production processes. The 5S methodology allows you to prepare for certification according to ISO 9000 and 9001 standards without extra effort and cost.

The information presented in the book will be useful for bank managers, heads of insurance and consulting companies, directors of social and educational institutions. The interested reader will find in the book a step-by-step plan for implementing the 5S lean manufacturing system, form templates, sample checklists and other necessary materials.

5S for workers: how to improve your workplace

The information presented in the book will help organize a work area at any enterprise - in the office, in the office of the manager and accountant, in the production workshop. The book analyzes valuable experience and advantages of implementing the 5S lean manufacturing system.

Author Hirano Hiroyuki introduces the reader to the principles of a revolutionary workplace management system. And although this book is more focused on managers of manufacturing enterprises, it will be no less interesting to anyone who wants to increase their productivity.

How to effectively organize your workplace, how to maintain cleanliness and order in the work area, how to get rid of unnecessary items and avoid their accumulation in the future, you will learn all this by reading the book “5S for Workers” by Hirano Hiroyuki.

5S (5s system) is a method of organizing a workspace (office), the purpose of which is to create optimal conditions for performing operations, maintaining order, cleanliness, neatness, saving time and energy. 5S is a lean manufacturing tool.

Order and cleanliness in the workplace, not “orderly chaos,” are the basis of all improvements, productivity and quality in industrial production and other sectors. Only in a clean and orderly environment can defect-free, customer-compliant products and services be produced and the required performance of processes implemented be achieved. The necessary prerequisites for achieving this is the 5S methodology, or 5 steps. You can find standard instructions, templates, and the best experience of enterprises in practical guide to implementing 5S .

5 steps of the 5S methodology

Step 1 - SEIRI - Sorting, removing unnecessary things.

At the workplace, all items are divided into necessary and unnecessary. Unnecessary items are removed. These actions in the workplace lead to improved workplace culture and safety. All employees are involved in sorting and identifying items that must be: a) immediately removed and disposed of; b) transferred to a storage place; c) left as necessary for the performance of work. It is necessary to establish rules on how to sort out unnecessary items.

Step 2 - SEITON - Self-organization, maintaining order, determining for each thing its place.

Organize the necessary items. Necessary items are placed in specific places so that they are easily accessible to everyone who uses them! You should also label them for quick retrieval.

Step 3 - SEISO - Maintaining cleanliness, systematic cleaning.

A system is created in which nothing is polluted anymore. Make sure everything is in its place. Work areas for work stations must be demarcated and marked. Clean regularly and often so that when you need something, it is there and in working order. Thorough cleaning of equipment ensures that potential operational problems are prevented and identified.

Step 4 - SEIKETSU - “Standardize” the process.

Maintain order and cleanliness by regularly performing the first three steps. The most effective solutions found during the implementation of the first three steps must be recorded in writing in order to become clear and easy to remember. Develop standards for documents, work practices, equipment maintenance, and safety precautions using visual inspection.

Step 5 - SHITSUKE - Improving order and discipline.

To maintain the workplace in good condition, perform work in a disciplined manner in accordance with established standards. Awareness of the 5S system as a generally accepted daily activity and its improvement. Visualize improvement actions: identify improvements in equipment; write down suggestions for improvements; implement new and improved standards.

5S is a methodology for designing, organizing and standardizing the work environment:

5S is a disciplined way of doing things to design, organize and standardize the work environment. Well-structured working conditions make work easier and are a good motivator.
5S improves occupational safety, work efficiency that helps in increasing results and helps identify oneself with the workplace or work system.
5S helps office organization, the workplace and the work system as a whole through: reducing the need for what is necessary; establishing where it is needed and how much of it is needed.

To ensure consistency of cleanliness and order, assistance is provided, on the one hand, by standardizing the processes being implemented and the measures taken, and on the other hand, by conducting an audit, possibly in conjunction with a remuneration system. Diagram 1 shows one of the options for the 5S method audit checklist (plan), the use of which will allow you to assess the actual situation at the workplace, production site, functional area and develop measures to restore cleanliness and order.

Scheme 1. Checklist for auditing the 5S method

Head of department Auditor		Manager's last name Auditor's name		Date of:
			Grade	Comments
Step 1 - SEIRI	1. All unnecessary things have been removed or marked
	2. All unnecessary things have been moved to a new location or disposed of
	3. Locations for materials, stackers, etc. have been determined.
	4. A list of missing items has been developed.
Step 2 - SEITON	1. All paths and passages are accessible and free
	2. All means of production are clean and functional
	3. Workplaces are kept clean
	4. Workplaces for industrial waste and their processing are available and functional
Step 3 - SEISO	1. Cleaning and maintenance schedules exist and are followed.
	2. Work areas for workplaces are demarcated and marked
	3. Upload space is available and free
	4. Order is maintained through visualization
Step 4 - SEIKETSU	1. All unnecessary things are regularly deleted
	2. Storage areas are set to minimum requirements and are used for the right purposes.
	3. All markings and designations are current
	4.Employees follow regulations and instructions on occupational health and safety
Step 5 -SHITSUKE	1. The results of the previous audit are posted for review
	2. Event plans are posted and implemented
	3. Corrective actions for the last audit have been completed
	4. Internal audit is carried out
	Overall score in points
	Set target

Example of 5S in the office (photo)

The image below helps to visualize the results of implementing the 5s system in the office: all the tools are organized, categorized and are easily accessible.

More articles on this topic can be found in Lean Manufacturing section portal libraries.