５Ｓ管理培训
王德良
What is 5S And Why Do It?
什么是5S和为什么要采用它？
5S Is
A Process for creating and maintaining a clean, organized, safe, high-performance workplace
5S就是
创造并维护一个
干净、有秩序、安
全并且
高效的工作环境
的过程
Why Do It?为什么要进行5S管理？ To drive improvement in GSQDC ） (Growth, Safety, Quality, Delivery, Cost)就是为了在GSQDC （即增长、安全、质量、交货和成本）等方面努力做出提高
Sort整理
Set In Order整顿
Shine清洁
Standardize标准化
Sustain维持
5S
Measurable Benefits可预期的收益
Safety安全 Reduce the number of lost time accidents, workman’s compensation claims and OSHA recordable injuries减少浪费时间的工作，减少工人索赔事件和工伤记录
Quality质量
Eliminate the possibility of using previously rejected parts or the wrong tools. 消除使用不合格零件和不正确工具的可能性
Eliminate contamination and assure compliance to standard procedures 消除污染并确保达标
Delivery交付 Eliminate wasted time throughout the process to promote on-time delivery improvements通过推动按期交货的提高来消除时间浪费
Productivity生产效率 Eliminate wasted time looking for tools. 避免浪费时间去寻找工具 Reduce cycle time, reduce equipment downtime through regular cleaning and inspection减少循环时间，通过定期清洁和检查来减少设备停机时间。
Where Does 5S Apply?5S适用的场所
Any process involved in delivering value to the customer任何一道工序都要向客户传达我们的价值观
Factory工厂
Office办公室
Everywhere任何地方
It starts in YOUR workplace!
始于你工作的地方
5S
The Goal
5S的目标
5S is a Foundation for Improvement 5S是做出提高的基础
Visual Management is the Ultimate Goal透明化管理是最终目标
It is up to Each and Every One of us to Make 5S a Personal Goal我们每一个人都要把实现5S当成自己的目标
5S is a series of techniques that provide the foundation for a visual management system.
5S是为建立透明化管理体系打基础的一系列技能。
5STechniques
5S技能
Sort 整理
Identify and eliminate what is not needed确定并消除不需要的东西
Set in order 整顿
A place for everything and everything in its place
所有的条件都应具备，所有事情都要各得其所
Shine 清洁
An effective, organized, professional environment
一个高效、秩序井然并且专业的工作环境
Standardize 标准化
Develop standards and stick to them/发展为标准并遵循该标准
Sustain维持
5S is a way of life /5S 是一种生活方式
Sort整理
Separate the necessary from the unnecessary把必要的事情和不必要的事情分开
Unnecessary tools, equipment, and procedures need to be removed from the workplace不必要的工具、设备和程序需要从工作区清除掉
Remove the clutter so you can see what is happening.拨开杂乱无章的事务，你才会发现正在发生的事情
Sort整理
Levels of Achievement成功的步骤
Level等级
Sort整理
Identify & eliminate what is not
Needed分类和清除不需要的
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3
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5
Necessary and unnecessary items are mixed together in
the work area.在工作区域必要物品和不必要物品都混在了一起
Necessary and unnecessary items are separated.
对必要的和不必要的物品进行分离
All unnecessary items have been removed from the work
area.所有不必要的物品要从工作区清除掉
A dependable, documented method has been
established to keep the work area free of unnecessary
建立一种可靠的、成文的方法使不必要的物品远离工作区
Waste is immediately visible and triggers a planned
response with root cause analysis and corrective action.
浪费是显而易见的，要对根源进行有计划地分析并作出整改计划
Shine清洁
Look for problems – disrepair, unmarked gages, worn, loose找出问题—待维修之处，未标记的量具，破损和松动等
Eliminate the source of contamination消除污染源
Bring back to as new condition恢复原有的良好状态
Make the normal visible – regular cleaning, visual data使正常状况显而易见—定期清理，数据公开
Visual controls on delivery of value – signal and response在传达价值观方面进行透明化控制—提示信号和反馈
Data driven, continuous monitoring数据驱动，持续监控
An effective, organized environment.一个高效的、井然有序的工作环境
Shine清洁
Levels of Achievement成功的步骤
Level步骤
Shine清洁
An effective, organized environment
一个高效的、井井有条的工作环境
1
2
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5
Work/break areas and machinery are dirty and
disorganized.工作/休息区以及机器设备脏而杂乱无章
Work/break areas and machinery are cleaned on a
regularly scheduled basis.脏而杂乱无章的工作/休息区以及机器设备得到定期清理
Key items identified.关键的物品进行确认
Visual Controls are in place for labeling and quantity
levels. 利用标签和数量等级来做到透明化控制
Machines are cleaned daily. 设备要每天清理
5S techniques are understood and practiced
continually. 5S被充分的理解并始终贯彻执行
5S schedules are posted and 日程要公开张贴并遵循
Dependable, documented method of preventative
cleaning and maintenance.要有可靠的证据证明预先清理和维护得到执行
Standardize标准化
Define and document the current process定义并存档当前的过程
Make it the standard for everyone是每一个人都接受这个标准
Define and work to the future state定义并朝着目标努力
Develop standards and stick to them.发展标准并遵循这些标准
Standard Color Code标准颜色标记
A standard color code identifies critical items, parts and areas within our companies to allow any employee or visitor to easily understand production in different business units
用一个标准的颜色标记来标明关键物品，如零件和公司的各个区域，以使每个员工或来访者都能很容易地明白各个环节的生产
Safety安全
International Green国际通用绿色
Safety Equipment,安全设备 First Aid急救 Safety Posters,安全海报 Notices通知
Quality质量 International Blue国际通用蓝色
Inspection Points ,检验点 Gauging,检具 Quality Notices & Instructions质量通知&指导
Standards标准 Federal Safety Yellow联邦安全用黄色
Operation Standards,操作标准 Location Marks, 场所标记New Tooling, 新工具Good Part Storage合格品存放区
Defects缺陷 Federal Safety Red联邦安全用红色
Scrap,废品 Bad Parts,质量差的零件 Warranty Materials,纸包材料 Dull Tools用钝的工具
Maintenance维护 Pure White纯白色
Repair Tools,维修工具 TPM Materials设备生产维修材料, Machinery,设备 Cleanliness清理
Daily 5S Checklists日常5S检查列表
Example例子
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Legend
Per Shift
Daily
Weekly
Monthly
1st Shift
2nd Shift
3rd Shift
Remove, clean, and reassemble the stage 1, 2
and 3 spray nozzles
1、2、3阶段要进行移除、清理和重新组装工作然后进行喷涂
August-2004
Painting Line粉刷区域线
Task任务
Work Days
5S Checklist
5S检查列表
Month
Area区域
Strip the paintbooth wall protective coating and
apply new coat如果墙漆脏了，就重新粉刷
Clean the burn-off oven
清理烧坏的炉子
Empty garbage containers清空垃圾箱
Empty the overflow paint container
清空外溢的油漆容器
Sweep underneath the paint line Conveyor
清理油漆传送带下方
Shift
Wipe Down Paint Booth Walls
粉刷车间墙壁呈白色
Vacumn Floor in Paint Booth
对粉刷过的车间进行地板清洁
Cap and move empty drums to storage area
对空着的容器加盖并移到存储区
Standardize标准化
Levels of Achievement成功的步骤
Level步骤
Standardize标准化
Develop standards and stick to Them
发展标准并遵循这些标准
1
2
3
4
5
Work place methods are not consistently followed and
are not documented.工作区工作方法没有得到很好的遵循和备案
Methods are being improved, but changes have not
been documented.方法得以改进，但所作的改变没有备案
Working environment changes are documented and
performed the same by all employees. Visual Controls
对工作环境的改变记录在案，所有的雇员都工作一致。透明化控制
Substantial process documentation is available and
followed.一些重要的工艺备案得到利用并遵循
Everyone is continually seeking the elimination of waste
with changes documented and information shared.
任何改变都要记录在案并且信息要共享，这样每个人就会始终寻求减少浪费
Sustain维持
Set a good personal example树立一个好的个人榜样
Regular evaluation of 5S program对5S项目进行定期评估
Constantly look for ways to improve the program 不断地寻求提高该项目的方法
5S becomes part of the culture of the entire organization 使5S成为整个组织的文化理念的一部分
5S is a way of life!
5S任何时候都适用
Level
Sort Identify and eliminate what is not needed
Level of Excellence
Comments
1
Necessary and unnecessary items are mixed together in the office area. (Piles of paper work)
1
2
3
4
5
2
Necessary and unnecessary items are separated, excess files, unused ref Matl, Boxes of files,
Broken items are still present.
3
All unnecessary items have been removed from the office area, files and drawers are organized.
4
Documented method has been established to maintain work area free of unnecessary items. Use
of Red Book.
5
Employees continually seeking improvement opportunities.
Level
Set in Order A place for everything and everything in its place
Level of Excellence
Comments
1
Office area shows no sign of organization. Items are randomly located.
1
2
3
4
5
2
Designated location established for all items as required.
3
Designated locations are marked to make organization more visible, in basket, WIP, Task board
(color coding, outlining, labeling, numbering, etc).
4
Documented method has been established to recognize with visual sweep if items are out of
place or exceed quantity limits. Use of Red Book.
5
Vehicle developed to provide continual evaluation and process in place to implement
improvements.
Level
Shine An effective, organized, professional environment
Level of Excellence
Comments
1
No Visuals in place. Office and computers are dirty and disorganized.
1
2
3
4
5
2
Some Visuals in place. Office and personal work surfaces cleaned on a reg. scheduled basis.
3
Visual controls in place as required. Office area cleaned daily.
4
Visual controls practiced continually. Housekeeping tasks are practiced continually. Use of Red
Book.
5
Excellent visual controls. Office has professional appearance.
Level
Standardize Develop standards and stick to them
Level of Excellence
Comments
1
No attempt is being made to document or improve current processes.
1
2
3
4
5
2
Methods are being improved but changes haven't been documented.
3
Information on process improvements and reliable methods are shared with employees.
4
Changes are being incorporated and documented.(Past 5S sheets, Value Stream Implementation
Plans, Process Improvement Sheets. OpEx Metrics are being tracked and demonstrate area
improvement). Use of the RED BOOK
5
Employees are continually seeking elimination of waste with all changes
documented and information shared with all.
Level
Sustain 5S is a way of life
Level of Excellence
Comments
1
Minimal attention is spent on adhering to the 5 S’s.
1
2
3
4
5
2
A recognizable effort has been made to adhere to the 5 S’s.
3
Adherence to 5 S policy and procedures.
4
Documented methods have been put into place to ensure Self-discipline.
Use of the Red Book
.
5
General appearance of a confident understanding of and adherence to the 5S culture.
AREA FOCAL'S NAME:___________________________________ TOTAL 5S LEVEL:
_________
Management Evaluation管理评估
5S Patrol Report 5S巡检报告
Used by management to highlight 5S violations管理层用来突出与5S不相符的地方
Post report at the point of violation在不符区域张贴报告
5S Patrol Report stays at the location until violation is corrected 5S巡检报告将一直保留到不符点被纠正为止
Look for root cause solutions and sustainability 寻找根源的解决办法并解决并保持。
Challenge your people as to how the violation occurred in the first place质询你的人员这些不符合要求地方最开始是怎么发生的。
Track the # of violations, look for continuous improvement跟踪这些不符合要求的地方，并寻求不断的改进提高
5S Patrol Report
5S巡检报告
Citation引用
Countermeasure对策
Sustain维持
Levels of Achievement成功的步骤
Level步骤
Sustain维持
5S is a way of life
5S要始终如一地坚持
1
2
3
4
5
There is a general appearance of a confident
understanding of, and adherence to, the 5S principles.
显而易见5S理念得到了充分的理解并被接受
Work place checks are randomly performed and there is
no visual measurement of 5S performance.
对工作区进行不定期检查，对于5S操作没有明确的标准
A recognizable effort has been made to improve the
condition of the workplace.
做出显著的努力来提高工作区的工作条件
5S schedules and safety practices have been developed
and are utilized.发展5S日程表和安全条例并加以利用
Follow through with 5S schedules and safety practices is
evident.充分地证明5S日程表和安全条例得到了遵循
Summary总结
5S is a Foundation for Improvement 5S是提高的基础
Visual Management is the Ultimate Goal 透明化管理是最终目标
It is up to Each and Every One of us to Make 5S a Personal Goal 实现5S的目标需要我们每一个人的共同努力
Sort – Sort everything in the work area
整理—在工作区对所有的物品进行分类
Set In Order - Organize the Entire Work Area
整顿—对整个工作区进行组织
Shine - Clean the Workplace Thoroughly
清洁—彻底清理工作区
Standardize - Make Changes to Maintain the First Three S’s
标准化—作出改进以保持前三个步骤
Sustain - Make 5S a Part of Our Daily Life
维持—使5S成为我们日常生活的一部分
5S
A Leader’s Guide领导的引导
Key Takeaways
A 5 step process – Not housekeeping or cleaning up
一个5步的过程—没有家政或清洁工作
Sort – Throw away 整理—清除工作
Set in Order – Everything in its place….Everything
整顿—物品各得其所
Shine – Clean with an eye towards problems
清洁—清理的同时要看到问题的所在
Standardize – maintain what has been done
标准化—保持所作出的改进
Sustain – Becomes part of the culture
维持—使成为企业文化的一部分。
Why do? – Drive G,S,Q,D,C improvements
为什么这么做？--推动增长、安全、质量、交货和成本等的提高。
RED only for scrap or rejects 红色只用于废品和不合格品。
Foundation for Standard Operations 标准化操作的基础。
5S
A Leader’s Guide领导者的引导
What You Should Do/Demand你需要做的/指挥的
Do not walk past it anymore! Demand that it be addressed. It is not normal to have disorganization不要迈它而过！要求它应被放在该放的位置。没有秩序是不正常的。
Drive the expectation everyday!每一天都要努力实现你的期望。
Hold people accountable使人们都有责任感。
Demand it be an office requirement把这作为办公室的要求。
Get rid of toolboxes, personnel inconsistencies such as chairs, refrigerators。拿走工具箱，和不必要的用品如椅子、冰箱等。
Eliminate the source of contamination and not just the clean up
不仅仅是要清理干净，而且要消除污染源。
Speak in terms of which “S” has been completed
通过完成5S中的要求来说话。
Sort整理
Red Tag Process红标签程序
Red tag all unnecessary items用红标签标记所有不必要的物品
Create a temporary red tag holding area划分一块临时堆放带红色标签的物品的保管区域
Move red tagged items to the holding area for one week用一周的时间将带红色标签的物品都移到该保管区域
After one week, disposition items:一周后，对这些物品进行处置：
Salvage修补
Long term storage长期存放
School donations捐赠
Scrap作废
Disposal扔掉
Continue red tagging regularly继续定期进行红色标记
Sort整理
Red Tag Helpful Hints
Don’t compromise; IF IN DOUBT, THROW IT OUT!
不要让步：如果有疑问，就舍弃！
Do not be defensive. Be fair – all areas get tagged!
不要有所保留。要公平—所有的区域都要进行分类标记
Necessary items can be tagged if improvements are known or suggested. 如果某些物品有必要做出提高，也要对他们进行标记。
Do not put multiple tags on any one object. 不要在一种物品上进行多次标记
Make reasonable allowances for decorative items such as family pictures, plants.允许一些适量的装饰品的存在，如家庭照片、盆景植物等。
Disposition all red tags.对所有作红色标记的物品进行处理
Track Red Tag dispositions in a log.跟踪这些处理。
Don’t red tag people
不要对人进行红色标记
Sort整理
Red Tag红色标记
Should be full size 标签的尺寸： (” x11”)
Bright red to promote visibility要明亮的红色，以更加显眼。
Should have pre-printed sequential tag numbers应该标记标签的序列号。
Perforated lower section to record location of tag 在标签下方打孔以利于固定标签。
CELL / AREA
车间/工作区
RED TAG红标签
TAG NUMBER标签号
CATEGORY分类
1.
Raw Material原材料
2.
WIP
3.
Finish Materials最终材料
4.
Tools工具
5.
Supplies供应
6.
Equipment设备
7.
Furniture家具
8.
Office Materials办公材料
9.
Books/Magazines书籍/杂志
10.
Other其他
TAG DATE标记日期
TAGGED BY标记人
ITEM NAME标记物名称
QUANTITY数量
REASON TAGGED标记原因
DISPOSITION REQUIRED所需处理方式
1.
Discard丢弃
2.
In Cells Storage暂存放于车间
3.
Long Term Storage长期存储
4.
Reduce Inventory减少库存
5.
Sell / Transfer出卖/转让
6.
Other:其他
ACTION TAKEN采取的措施
DATE日期
CELL / AREA车间/工作区
RED TAG LOCATOR固定标签处
TAG NUMBER标签号
3. Brainstorm and Plan Countermeasures头脑风暴和计划执行对策
Focus on 5S things that can be done within the event关注事件中与5S有关的事情。
Bias for action versus planning and analysis 对行动与计划的不一致的地方进行分析。
Low cost solutions – creativity before capital低成本解决方案
Right sized resources 适当数量的资源
Maximum waste elimination 最大限度地消除浪费
Visual Controls 外观控制
Attack items that impact:从有影响的地方开始抓起：
Process Flow过程流
Material Flow原材料流
Information Flow信息流
If I could start from scratch如果我能从杂乱无章开始
Set In Order整顿
Put everything in its place准备好所需要的所有物品
Frequency of use使用频率
Economy of Motion尽量减少移动
Use visual aids从外观来协助整顿
Shadow boards遮光板
Standard work标准工作
Labels (return addresses)标签
Clearly marked places for items that are movable清楚地对需要移走的物品进行登记。
Colors, shapes颜色，形状
Keep it that way保持这么做
A place for
everything
and
everything
in its place.万事均须具备，事事各得其所
Set In Order整顿
Organize组织
Place All Necessary Items in the Best Location and Visually Organize the Area 对所有所需物品放置于最佳位置，并对工作区从外观上进行有序化组织。
First decide where all items should be so that the organization is easy to use and understand首先要确定所有物品应该放置的位置，然后就很容易理解并照办。
Choose proper storage methods that minimize inventory and promote visual management选择最优的存储方法，减少库存，促进透明化管理。
Visually indicate locations so items in use can be returned and missing items are easily identified明确指定物品的位置，以至于需使用的物品及时取用，用完的容易确认。
Make sign boards that clearly explain inventory, equipment, and other items so anyone can understand the workplace制作信息板，清楚地说明库存、设备和其他物品的情况，已达到所有的人都能了解工作区的情况。
Organize the Necessary Items So That They Can be Used and Returned Easily
4. Make Changes做出改变
Implement countermeasures.对策实施
Bias for action, try something! 不要不屑于行动，试着做点什么。
Do Not dictate how things will be done.不要只是一味地说事情应如何去做，而要主动去做
Ask team members, build coalition.咨询团队成员，建立协作意识
Sort, Set In Order, Shine activities should be conducted immediately分类、整顿和清洁工作应该立即去做
5. Verify Changes对所作的改变进行合理化确认
Redo 5S Audit 再次作5S审核
Results achieved?得到什么结果呢？
If waste elimination is successful, there should be a noticeable change in the way the area looks and works 如果在消除浪费方面成功的话，那么工作区的面貌和工作应该得到了显著地提高。
If not, go back and make additional changes 如果没有，回头继续作出改进。
Re-verify with additional observations 然后进一步观察并确认所作的有益改进。
Items that that are still in question should be “Red Tagged”仍然存在问题的地方应该再进行红色标记。
6. Quantify Results量化结果
Document the results against the event objectives using summary sheets 用总结表的形式来备份所有事情的目标完成情况。
Take digital photographs of completed area 对达标区域进行拍照
Did you make progress in waste elimination?你在消除浪费方面做出改进了吗？
Conduct final 5S audit and verify that all red tagged items are dispositioned 进行最后一次5S审核，并确保所有进行红色标记的地方都进行了处理。
Will the improvements contribute to:所作的提高能否：
Meeting customer expectations满足客户期望
Increase productivity增加生产效率
Reduce quality defects减少质量缺陷
Increase employee participation增加员工的参与性
7. Document the New Standard备份新的标准
Standardize the processes对过程进行标准化确认
Create visual documentation of 5S processes and schedules
Sustain with Leadership
This will be the process used by everyone所有的人都要遵循该进程
All personnel on all shifts should be instructed所有员工都应得到指导
Create a visual board to keep track of 5S scores in the area设立一个看板来随时跟踪该工作区的5S进程。
Standardize标准化
Maintain and improve the clean, organized workplace保持工作区的干净、有序并继续改进。
Eliminate excess storage areas and flat surfaces避免多余的存储空间。
Make changes to equipment that make it easy and quick to clean and eliminate dirt and leaks at their source对设备进行改进，使其容易并能快速进行清理，消除脏和渗漏的根源。
Use check list to establish daily cleaning and organization activities 利用检查表来安排每日清理和整顿工作。
Maintaining and Improving the Standards of the First Three S’s
保持前3个S的标准并继续做出提高。
Standard Color Code标准颜色块
A standard color code identifies critical items, parts and areas within our companies to allow any employee or visitor to easily understand production in different business units
在全公司范围内使用标准颜色来标记物品、零件和区域等，以使公司的每一个员工以及来访者都能很容易地明白各个环节的生产。
Safety安全 International Green国际通用绿色
Safety Equipment安全设备, First Aid急救, Safety Posters安全标语, Notices通知
Quality质量 International Blue国际通用蓝色
Inspection Points检查点 , Gauging检具, Quality Notices & Instructions质量通知&要求
Standards标准 Federal Safety Yellow联邦安全黄色
Operation Standards操作标准, Location Marks方位标记, New Tooling新工具, Good Part Storage合格品存放区
Defects缺陷 Federal Safety Red联邦安全红色
Scrap废品, Bad Parts不合格品, Warranty Materials不合格材料, Dull Tools用钝的工具
Maintenance维护 Pure White纯白色
Repair Tools工具维修, TPM Materials设备维护物资, Machinery设备, Cleanliness清洁
Standardize标准化
Visual Documentation透明化文件
Create visual documentation of 5S tasks 对5S任务进行透明化备案
It should be written so the person using it could not possibly misunderstand it – use photos, etc.应该把这些标准化工作形成文字以不至于让别人产生误解—可以利用照片等形式。
It must be displayed where used, not filed。必须把这些文件在相应的工作区展示，而不是束之高阁。
Create a schedule of 5S tasks制定一个5S任务日程表
If you don’t document standard work during a kaizen, the kaizen probably won’t “stick.”如果你在精益工作过程中不对标准工作进行标准化备案，那么这种精益工作将可能得不到长期坚持。
Implementation
In Your Company你公司所要做的
5S your workplace 对你的工作区进行5S管理
Train 培训
Provide support 提供支持
Establish audit program 建立审核 程序
Walk the floor 跟踪执行情况
5S is about making peoples jobs easier by organizing the workplace, keeping it clean, maintaining standard conditions, and instilling the discipline for all employees to maintain a world class 旨在通过使工作场所井井有条，保持其干净，保持标准的工作条件，以及向所有的员工传输公司的理念来保持一个世界水平的工作环境，使人们的工作更加地容易。
The Japanese words are: 5S在日本语中是：
SEIRI
SEITON
SEISO
SEIKETSU
SHITSUKE
The goal and process of sorting is organization. The sort process forces people to remove all items not needed for production. It is most difficult for people who are afraid to let go of parts, machines and data that might be necessary in the future, “just in case.” 分类的过程和目标就是组织。分类过程使人们清除掉生产不需要的东西。有些人恐怕有些东西如零件、机器和数据等以后可能还会用到而不去清除掉，对于这些人来说这一环节很难。
Early detection is easier in a clean environment
Look, Listen, Smell, Touch
Two phases of shine process
Initial campaign
Daily maintenance
"Shine" -- as the word implies -- means to thoroughly clean everything in the work area. Planning a cleanliness campaign is a five-step process including: cleanliness targets, assignments, methods, tools, and follow-up inspections. The goals are to turn the workplace into a clean, bright place where people enjoy working, review the first two Ss and find the source of dirt or litter and eliminate it. At all times, everything must be kept swept and clean. "Shine" should become so deeply ingrained as a daily work habit that tools are also kept in top condition and are ready for use at any time.
Once the first three Ss are in place, "standardize" details a plan to maintain the continual improvement activities. Standardized cleanup integrates sort, set in order, and shine into a unified whole
“Sustain" (the fifth S) involves workers in planning how to keep it that way. Having clearly designated tasks completed on a regular basis is the key.
Empowering shopfloor workers to take control of their daily activities and their work environment is the unifying principle of 5S. By taking an active role in designing and maintaining their workplace, workers take more pride in their work leading to greater satisfaction and higher productivity.
Takt time line is always red!
Level production before making improvements.
Review the high level definitions of the 5Ss
INSTRUCTOR NOTES:
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