31
Chapter 5
Sustain
Once your implementation of the rst four of the ve Ss is complete, you
need to create a sustaining program that makes sense for your company and
your culture. Every company is different, as is how each one establishes
the guidelines and practices needed to sustain the improvements. Some
companies can rely on the culture with no real management systems in place.
Others need formalized systems. Sustaining the 5S program is the hardest.
Your sustaining efforts will never end, including continually improving on
what was alreadyimplemented.
Each company must nd its way with Sustaining. Here are a few recommen-
dations:
◾ Create an end-of-day cleanup procedure
◾ Conduct a daily/shift walkthrough
◾ Establish a 5S Audit Sheet
◾ Create and maintain a 5S Tracking Sheet
End-of-Day Cleanup Procedure
Depending on the area in question, put together a list of items for the area that
workers must complete roughly 15 minutes prior to leaving. This cleanup proce-
dure goes beyond simply sweeping the oor and dumping garbage.
Develop a procedure for each department that all shifts follow. Be specic
regarding what you want them to do at the end of a shift. Here are some
recommendations:
◾ Empty all garbage and recycle bins
◾ Sweep the work area
◾ Return tools to their designated locations
32 ◾ The 5S Playbook
◾ Return supplies to their designated locations
◾ Place pallet jacks, garbage cans, chairs, and hand trucks in their designated
locations
We recommend you post these tasks and allow the operators time to conduct
the cleanup to help sustain the improvements made.
Daily Walkthrough
Each area supervisor should take a few minutes after everyone has left to walk
through the work area and verify the end-of-day cleanup was completed and
allitems have been returned to home locations. It is also a good practice to start
incorporating the other employees in the work area to become part of the daily
walkthrough. Simply create a monthly schedule of who is responsible for each
week. His or her job is to perform the walkthrough right after the other staff
members have concluded the cleanup.
The purpose of the end-of-day cleanup is to clean and reset the work area
for the next shift or the next day with everyone participating in the cleanup.
Asense of unity is created. The person conducting the walkthrough is not
looking for mistakes from the rest but acting as a backup if something is not
returned to its location. This person is aware that when his or her walkthrough
week is complete, the following week someone else will “have his or her back.”
Ifyour company implements 5S to the detailed level described in this playbook,
the supervisor walkthrough should be quick. Any small deviations from 5S
can be quickly resolved during that walkthrough. This Sustaining approach
may be enough to help maintain the area and maximize any improvements
toperformance.
5S Audit Form/Criteria
In some circumstances, the end-of-day cleanup and daily walkthrough may not
be enough. Leaders of the company must still step in if the 5S implementation
begins to slip. No system is perfect, and each culture will react differently to
the changes and the requirements for Sustaining. We often recommend that in
a company’s rst year of its 5S journey it develop and conduct a 5S audit system
tohelp emphasize the importance of 5S and the commitment from the leaders
ofthe organization. This is not to imply that the audit program will remain a
permanent xture in the company. Never get into a behavior of managing your
5S journey, which is anti-Lean. However, in the beginning, yourculture may
need some additional structure in the Sustaining phase, andyou can decide
Sustain ◾ 33
when to return to a less-formal system of simple cleanups and walkthroughs.
Here are the basic fundamentals of a 5S audit system.
◾ 5S Audit Form
◾ Schedule of audits
◾ Auditor rotation
◾ 5S Tracking Sheet
Sample 5S Audit Form: Form 5-1
5S Audit Sheet
Department/Area:
Audit Date:
#of Yeses /16= %
Auditors:
Sort (Remove All Unnecessary Items) Ye
sN
o
1. Work Station and/or Area is Clear of all Non-Production Required Material
2. Unnecessary Equipment has been Removed from the Area
3. Excess and Obsolete Inventory has been removed
Set in Order (Organize)
4. Are Cablin and Air Lines Routed Neatly?
5. All Tools are Organized with Identi cations and Home Locations
6. Locations and Containers for Items, Parts and Supplies are Clearly Marked
7. Items on Floor are Labelled and Marked
8. Fixtures are Placed in Proper Locations
9. Garbage Cans are in Proper Locations
Scrub (Clean)
10. Floors, Work Surfaces, Equipment, and Storage Areas are Clean
11. Garbage and Recyclables are Collected and Disposed of properly
Standardize (Tasks)
12. Tool Boards are Consistant in  eir Organization and Appearance
13. Colors on the Floor are Standardized (i.e. Green is for Garbage)
Sustain (Keep it Up)
14. 5S Audits are Conducted Weekly and Results are Posted
15. Auditors are on a Rotation Schedule
16. End of Clean Procedure is Posted
Green = 81% to 100% Yellow = 66% to 80% Red = 0% to 65%
Area is 5S ComplianceArea meets minimal
standards
Area needs immediate
attention
34 ◾ The 5S Playbook
Assigning Auditors and Rotation
Once the 5S audit form is designed and ready for use, create a list of auditors
who will rotate in and out each week, month, or whatever rotation makes sense.
Some companies conduct a 5S audit every week, with one person performing
the audit the rst week; the following week, another person performs the weekly
audit. Other companies may conduct the audits once or twice a month. It depends
on your culture and the level of management needed. Start with a weekly
rotation and pick a diverse group of employees from all areas of the company
to be auditors. Make sure to change your rotation at least every 3 months and
ensure that every employee is trained and experienced in auditing to your new
5S program guidelines.
Auditing is a tricky process, and you can expect some backlash. The concept
of auditing has historically bothered people, so you need to communicate as a
Lean practitioner that the intention of the audits is to nd how the company can
improve as a whole.
Sample Auditor Rotation
5S Tracking Sheet
A 5S Tracking Sheet can be a useful tool in communicating the status of the
5Saudits and identifying which areas need more attention in Sustaining. It can
also act to encourage healthy competition between departments.
Machine Shop
Weekly 5S Audit Rotation Schedule
Week 1Week 2Week
3W
eek 4
Kyle Peterson Candice Tillman Randy FoxLevi Handler
Completed
Y/N
Completed
Y/N
Completed
Y/N
Completed
Y/N
Sustain ◾ 35
Sample 5S Tracking Sheet
Incentive Program
Once your implementation of the rst four Ss is complete, you need to create
a Sustaining program that makes sense for your company and your culture.
Every company is different and how each one establishes the guidelines and
practices needed to sustain the improvements gained will carry. Some com-
panies can rely on the culture with no real management systems in place.
Others need formalized systems. Sustaining the 5S program is the hardest.
It is no different from a culture having to maintain anything new. Your
Sustaining efforts will never end, including continually improving on what
was already implemented. Each company must nd its way with Sustaining.
Here are a few recommendations:
◾ Create an end-of-day cleanup procedure
◾ Conduct a daily/shift walkthrough
◾ Establish a 5S Audit Sheet
◾ Create and maintain a 5S Tracking Sheet
◾ Develop a 5S incentive program
5S Tracking Sheet
1st Quarter 2nd Quarter 3rd Quarter4th Quarter
2015
Area
Jan. Feb. Mar.
Qtr
Avg. Apr. MayJune
Qtr
Avg. July AugSept
Qtr
Avg. OctNov Dec
Qtr
Avg.
Annual
Avg.
Line 1 100 100 100 100 100 90 90 100 100100 100 100 89 89 92 90 95.83
Line 2 100 90 100 97 100 90 100 97 1007090 87 80 90 90 87 91.67
Line 3909090 87 90 90 90 87 90 90 90 83 100100 80 93 90.83
Line 4 100 100 100 100 100 95 95 95 92 80 89 80 90 89 90 90 93.33
Line 5 100 100 90 95 95 90 95 90 1009090 90 89 90 90 90 93.25
Line 6 100 90 100 80 100 95 100 100 92 90 92 90 90 100100 97 95.75
Line 7 100 100 95 100 100 100 100 100 92 90 92 80 10092100 97 96.75
Line 890 100 100 97 90 100 90 90 80 90 100 90 90 100100 97 94.17
R/D 100 90 90 87 90 60 70 73 70 70 80 73 92 90 70 84 81.00
Maint. 90 100 100 97 100 100 100 100 90 90 100 93 90 90 100 93 95.83
Shipping 100 90 100 97 90 90 100 90 90 100100 97 10090100 97 95.83
Warehouses909090 90 100 100 95 100 90 89 89 90 1008892 93 92.75
80%–100% 70%–79% 0%–69%
CompliantMinimal Complianc Ne on-Compliant
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