5S EVALUATION SHEET
5S EVALUATION SHEET
1st S: Sort through/sort out
Eliminate what is unneeded and decide what is needed
Check item
Unneeded pallets / boxes / raw
materials / consumables / finished
1. products in the workplace
Unneeded tools, jigs, support material moulds or accessories (wrenches,
2. or accessories
Unneeded machine or other
3.
equipment
Unneeded documentation, visual
4 drawings or visual displays in the file
displays, books, drawings
(*) PPE: Personal protection
equipment
Saint-Gobain HPM Sector
Question
Is the workplace cluttered with
unnecessary pallets, raw materials,
drums, inventory or finished products?
Are there any obsolete products in the
workplace? Have chemicals and
consumables been sorted according to
their use and their nature?
Are there any unneeded tools, jigs, dies,
scrapers, gloves...) in the work area? Is it
possible to distinguish between needed
and unneeded items?
Are there any unused machines or other
equipment in the workplace? (worktables,
shelving, packing machine, etc).
Are there any unneeded or obsolete
instructions, procedures, memos,
cabinets, on the workstation and on the
walls?
INITIAL SITUATION FIRST IMPROVEMENTS
NO DISTINCTION BETWEEN NEEDED ELIMINATION OF UNNEEDED ITEMS IS IN
AND UNNEEDED PROGRESS
Unneeded raw materials, packaging
Large quantities of finished products and
materials, inventory and finished products
raw materials are stored in the work area
have been eliminated from the workplace.
and in corridors instead of being stored in
The work area only includes materials used
the warehouse or in a specific area. There
on a daily basis. Corridors and safety exits
are pallets, drums, packaging materials in
are clear. Chemical products, scrap
the work areas and in corridors. Safety e
materials and
1 2
Unneeded tools, jigs and accessories lie Tools/items on shelves, in cupboards have
about in the workplace, in drawers, on been partly sorted and put away, and
machines, drums, or on the worktables. tagging of unneeded items is in progress.
Shelves and cupboards are filled with Machine tooling is put away in specific
useless tools and other old items. Machine spaces. There are still a few non-defined
tools are put away in a jumble. Some tools tools or items on cupboards, machines or
are in perso about.
1 2
There is some unused equipment in the
Unneeded machines have been removed.
workplace, in the aisles or in the storage
There are still a couple of unused or very
areas. Forklift trucks have no specific
rarely used equipment in the workplace.
locations.
1 2
The workplace (workstation/monitoring
Instructions on the desks or workstation are
room) contains documents/files that are
not all related to current work. A few old
unneeded or that have been kept in the
memos. Drawers are still full of papers and
wrong place (old calendars, memos, files,
each team runs its own document system.
drawings, catalogues…).
1 2
Yellow tagging for undefined items -
Suggested methodologies:
Tagging list and action plan.
28/06/05
DEVELOPMENT
UNNEEDED AND NEEDED ITEMS HAVE
BEEN SEPARATED
The necessary quantities of materials,
packaging or pallets have been defined. The
areas for boxes, pallets and finished
products around the machines or in the work
area are defined. Dangerous products and
consumables have been sorted according to
their n
3-4
No unneeded items can be found in the
workplace: the items with no specific
location are clearly identified for action.
Machine toolings and jigs have been sorted
out and put away in a specific place.
Screws, electric and mechanical pieces are
being sorte
3-4
All machines in the area have a specific use,
and all unneeded items have been removed.
Forklift trucks have a defined location.
Sporadically used machines/equipment are
put away in a specific location. The machine
and protection guards have been identifi
3-4
All unneeded papers, documents and files
have been discarded, and the necessary
documents have been sorted depending on
how frequently they are used. Teams have
standardized their documents.
3-4
INTEGRATED SYSTEM EXCELLENCE
CLEAR LOCATION FOR ALL NEEDED LOCATIONS FOR ALL NEEDED ITEMS
ITEMS ARE CLEAR AND VISUAL
All locations for finished products, materials,
There are no unneeded drums or pallets in
packaging materials, are visually indicated.
the work and storage areas. All products,
Minimum and maximum levels have been
consumables and materials have specific
defined, with a visual system for
locations defined on the basis of a 5S flow
replenishment. An area for tagged products
map (which identifies the best locations to
(with no clearly defined usage) has been
reduce motion waste), and they are kept in
clearly
5 6
Only tools and items used regularly for
There are only the needed tools in the
daily/shift production can be found in the
workplace: a list has been established.
workplace: their locations are clearly
There are only clearly identified items in
marked, together with necessary quantities.
cupboards or on shelves. There are no more
Cupboards have been completely cleared of
personal toolboxes, except for specific uses.
useless items. There are no tools in
The tagging process is carried out every tim
personal l
5 6
All equipment in the work area has a specific
All equipment in the area has a specific use.
use and a clear location. Forklift trucks have
They have defined locations and their
specific allocated spaces everywhere they
names are displayed. All forklift trucks have
are used. All machines or equipment used
a clearly defined location in every area
sporadically have a specific location, well
where they can be used.
indicated, and anybody can get them
5 6
All procedures and notes are up-to-date and
Only the documents necessary for daily
forms/instructions are related to current
production activities and process monitoring
work. A location has been defined for the
can be found in the workplace, in specific
support documentation necessary for all
and visually indicated locations.
operators.
5 6
Productivity Group Europe
 2nd S: Set in order
Define a specific location for every item needed
Check item
Identification of production units
1. ,piping, machines, running condition
and flow
Organization of tools, jigs, support
2. materials and machine accessories.
Location for PPE* and safety material
Delimitation of floor areas, aisles,
storage areas for materials and
finished products. Location and
3.
supplies of items in shelves/on
storage racks (consumables, bottles,
rolls, tapes, etc).
Presence of the necessary documents
in the production unit and at the Are all documents essential to the activity
4 have an allocated space and are available
workstation (SHE* documents, job well-arranged and clearly identified?
forms, work instructions, etc)
(*) PPE: Personal protection
equipment
(*) SHE: Safety, Human, Environment
Saint-Gobain HPM Sector
Question
Are production units, workshops,
machines, piping, production lines and
processes clearly identified and visually
displayed?
Are accessories, jigs and tools arranged
and ordered rationally, in order that they
can be easily taken and returned into
place, depending on how often and where
they are used?
Are there any markings to clearly identify
floor areas, aisles, walkways, scrap and
storage spaces? Are there labels
indicating all items location and their
quantities on shelves? Are PPE* and
safety materials arranged rationally and
easily-accessible?
INITIAL SITUATION FIRST IMPROVEMENTS
WORKPLACE ORGANIZATION IS IN
LACK OF ORGANIZATION AND ORDER
PROGRESS
There are no (or very limited) visual
Production units, machine names, as well as
indications of the names of the production
process types, are indicated. All machine
units, nature of processes, areas, names or
guards are in place,
numbers of lines and machines.
1 2
The locations for the tools necessary to the
Tools have a defined location, but they are
workstation are not visible. Tools have no
not always in that location. Fixtures, toolings
allocated space. Machines tooling and
and machine accessories are stored in
fixtures are in a jumble in dark, unidentified
specific areas.
areas.
1 2
Storage areas, pedestrian areas, exits,
There are no signs to indicate floor areas,
safety issues and passageways are
passageways and pedestrian areas. Areas
identified, but not respected. Markings are
for storage and scrap, safety issues are not
not always clear, or there are a few location
indicated or have disappeared. The labels
indicators, but they are not always respected
indicating locations in cupboards or shelves
or not precise enough. PPE* have a specific
are nonexistent, spoiled or cannot be r
l labeled. M
1 2
All necessary documents (SHE* documents,
All SHE* documents and other documents
batch forms, quality forms, etc) cannot be
found on the workstation, or they are in a
on the workstation
jumble and difficult to identify and read.
1 2
Suggested methodologies: 5S flow map
Color codes / addresses codes
Photos
28/06/05
DEVELOPMENT
LOCATIONS ARE BEING VISUALLY
IDENTIFIED
All units, lines and machines are identified
with a name or a number that is clearly
indicated and visible from a distance.
Machines and workstations are well-lit.
Piping contents and direction of flow have
been identified.
3-4
Tools have a defined location, with a clear
labeling and color codes. Tooling, machine
accessories and jigs are organized
according to size and frequency of use. The
tools necessary in each point of use have
been supplied and have a specific location,
cle
3-4
Storage areas, pedestrian areas, aisles and
passageways are well indicated.
Passageways are clear. All storage is
carried-out as indicated. Forklift trucks
locations are identified. Items in cupboards
or on racks are well-identified, marked and
3-4
SHE* documents and job instructions are
well organized and visible, and specific
spaces with color codes corresponding to
the nature of documents have been defined.
3-4
INTEGRATED SYSTEM EXCELLENCE
A VISUAL CONTROL SYSTEM IS BEING
IMPLEMENTED
A VISUALLY ORGANIZED WORKPLACE
There are visual markings for all equipment, All equipment, their functioning conditions,
silos, supplying inlets, and a system has and the safety conditions that are to be
been implemented to identify when they are respected are clearly marked with a visual
functioning. control system.
5 6
A list of the necessary tools is displayed at
Tools are actually in the right place, and
every workstation. Equipment accessories
they are visible at once. Tools locations are
are well-defined. Codes and colors indicate
visually controlled, with clear and legible
where they are to be put away. A standard
markings of their dimensions or conditions
for arranging tools and accessories has
for use.
been created and is displayed.
5 6
Materials, packaging and finished products
Storage areas, pedestrian areas and
locations, as well as flow directions and
passageways are visualized or painted with
hazardous areas, can be identified at a
specific colors. All storage are carried out in
glance.
the areas indicated. Passageways are clear,
A list of contents is displayed on all
and dangerous areas as well as forklift
cupboards and shelves. A visual system has
trucks, ramps paths can be identified at a g
been set up for the replenishment of the
5 6
Job instructions, batch forms, order forms, Instructions, standard operating procedures
quality forms and other documents (specific and safety instructions can be identified at a
operating procedures) are visually marked, glance on each workstation, and globally in
codified with well-defined sequences. all areas of the workplace.
5 6
Productivity Group Europe
 3rd S: Shine and sweep
Keep the workplace clean and eliminate abnormalities
Check item
Cleaning tools, materials and
1.
equipment
Cleanliness of workstations,
machines, equipment, accessories
2.
and piping. Elimination of sources for
dirt and contamination
3. Cleanliness of floors and scrap areas
4 Cleanliness behaviors and rules
Suggested methodologies:
Saint-Gobain HPM Sector
INITIAL SITUATION
Question ENVIRONMENT NOT CLEAN
The necessary tools (shovel, clothes,
brushes), products (detergents) and
Are cleaning tools, equipment materials
equipment (vacuum cleaners) for everyday
available, accessible and adapted?
cleaning are not all available or in a good
state, or they have no defined location.
1 2
Workstations, machines are dirty: there are
Are machines, workstations, piping,
overflows, swarm, leakages, dust,
cabinets, shelves clean? Have
fingerprints. Dirt and contamination sources
contamination and dirt causes (leaks,
are not treated: there are oil leaks, dust and
dust) been identified and treated?
overflows.
1 2
Floors are dirty; there is dust, oil and product
Are floors, aisles and scraps, scrap areas
stains. Containers and bins are dirty and
clean?
they sometimes overflow.
1 2
Cleaning programs are nonexistent, not
Is cleanliness a usual team concern? Is
regular or not applied; weekly cleaning has
cleaning an ongoing team activity?
not been done; clothes are dirty.
1 2
Red tags - Cleaning program - Photo showing a cleaning standard - Map of the setting with divided areas
FIRST IMPROVEMENTS
CLEANLINESS IS IN PROGRESS
Cleaning tools and materials have been
identified, they have been allocated a space, available and they have a specific allocated and equipment, with available material
but they are not all in that space.
Machines are not very clean: all overflows,
leaks and dust are not under control.
Workstations (drawers, cupboards, shelves)
are not completely clean. Some
contamination sources are identified with
tags. Some of them have been treated or
are being treated
Floors and passageways are rather clean,
but floors in the work areas are dirty, soiled
with oil and dust. Containers and bins are
emptied regularly.
Cleaning programs are displayed. They are
not always completed for lack of time.
28/06/05
DEVELOPMENT
CONDITIONS FOR A CLEAN
ENVIRONMENT ARE BEING
ESTABLISHED
Cleaning tools, materials and equipment are locations for cleaning instruments, materials
space.
3-4
Machines are moderately clean: there are
still cables, PPE and areas difficult to reach.
Workstations are clean.
The main contamination sources are
identified with tags and they are being
improved or a team is analyzing the
problem.
3-4
Floors are clean, bin/scraps areas and
containers are clean and emptied regularly.
3-4
The cleaning activities planned at the
workstation are adhered to.
3-4
INTEGRATED SYSTEM EXCELLENCE
CLEANING AND INSPECTING BECOME A CLEANING AND INSPECTING ARE PART
HABIT OF THE CULTURE
Cleaning tools, materials and equipment are
There are clearly defined and visualized
clearly identified in well-defined areas: their
list has been established in every production
unit and the operators in charge of their
everywhere it is needed, in different points of
maintenance and replenishment are
the workplace. All addresses are marked.
indicated.
5 6
Machines are quite clean, and hard-to-reach
Workstations , machines and piping are areas have been removed or adjusted.
clean. equipment, machine accessories, Workstations are perfectly clean, there are
tools and racks are clean. no fingerprint or dust. All contamination
All identified contamination sources are sources are being improved. Some
being improved or are planned to be. improvements projects are still going on and
are displa
5 6
Floors and all the workplace areas are
perfectly clean and markings are in a very
Floors are quite clean, even nearby or under
good condition. A team is responsible for
machines and piping, and in all work and
every area in the plant. Responsibilities are
storage areas.
defined for control of cleaning and extraction
systems.
5 6
The planned cleaning activities are carried
The workplace is divided into areas, and
out according to schedule. Working clothes
teams are responsible for them. The
are clean. Cleanliness criteria are on display
planned cleaning activities are carried out
on every machines. Changing-rooms,
according to the programs. Working clothes
similarly to all the workplaces, are quite
are clean.
clean and well-kept.
5 6
Productivity Group Europe
 4th S: Standardize
Create a visually managed workplace
Check item Question
Are there existing standards and a shared
Visual standards for marking,
1 coding system for areas, tools ,pipes and
signboarding and tools management
equipment markings?
Have cleaning routines, Orderliness
2 Orderliness and cleaning standards standards and inspection routines been
visually standardized?
Are production rules operating
procedures and safety standards, clear
Production operating procedures,
and accessible? Are there dangerous
3 safety and quality standards
activities in the workplace that have not
been defined and visualized by a
standard?
Are there standards for the management
Consumables, supplies and raw
4 and supplying of consumables and raw
materials management
materials?
Saint-Gobain HPM Sector
INITIAL SITUATION FIRST IMPROVEMENTS
LACK OF STANDARDS A FEW STANDARDS ARE ESTABLISHED
Standard colors have been defined for floor
Marking rules and color codes are not markings (raw materials, finished products,
clearly defined for the site. bins, etc) and are implemented in all
workplaces.
1 2
There are no cleanliness standards. There are a few cleaning rules or
Cleaning and inspection programs are instructions for some workstations, but they
neither visible nor clearly formalized. are incomplete.
1 2
Some rules are formalized, operators are
Operating rules and procedures are not
trained and work according to habits. There
clear; the process is uncertain or it results
are instruction and quality forms at the
from a habit. There are no traces of quality
workstation.
forms or specific instructions. There are no
safety instructions are displayed where
appropriate and visualized safety rules for
hazardous actions take place. Displays and
hazardous operations. No visible saf
visual controls of safety condit
1 2
There are no standards for the management
of consumables, cleaning products and Minimum and maximum quantities for
materials in the workplace. There are products used regularly have been defined.
occasional stock shortage situations.
1 2
28/06/05
DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE
STANDARDS ARE BEING DEVELOPED A VISUAL CONTROL SYSTEM IS IN PLACE ALL SITUATIONS ARE UNDER CONTROL
Tools are marked with defined color codes: A visual system has been defined for tools,
locations are identified according to color equipment and accessories organization
Colors, coding systems for tools , jigs and
standards and to an established codification and management. A reference book has
pipes have been defined and are
system. Moulds, fixtures and machine been created with all the standard operating
implemented.
accessories are marked out with defined procedures for cleaning and organization of
codes. moulds, dies and jig storage, et).
3-4 5 6
The standards to avoid dirt have been
defined by teams and displayed where dirty
Each team manages its own cleaning
operations take place. Cleaning and Cleanliness and cleaning standards are
schedule and inspections, has a checklist of
inspection routines, as well as cleanliness displayed and integrated into daily team
specific control points, and all areas are
criteria, are displayed. All disposal recipients activities.
clean and under control.
have been identified, and all discarded
mater
3-4 5 6
Instructions are clear and visually indicated Quality parameters and standard operating
on all workstations: production and process procedures are displayed at each The process is defined by clear, visual
parameters (weight, pressure, temperature) workstation. standards which are adhered to. Process
are visually indicated. Visual standards for hazardous activities are malfunctions will be seen at a glance.
All rules for dangerous activities have been clearly displayed where hazardous Mistake-proofing systems are developed to
standardized and displayed where operations take place, and they are adhered prevent dangerous operations.
operations take plac to.
3-4 5 6
The management of consumables/ various Teams have a checklist that they can refer
Systems have been set up with warehouses
kinds of products is under the responsibility to for a regular checking of reorder levels.
or suppliers (FIFO, Kanban system) for the
of teams operators: a visual standard allows Checklists are displayed and integrated into
regular replenishment of products necessary
to see at a glance when products need teams routines, and replenishment
to the teams, and they are fully respected.
resupplying. standards are fully respected.
3-4 5 6
Productivity Group Europe
 5th S: Sustain
Sustain improvements and make further company wide
improvements
Check item
1. 5S project with management
1 commitment and a Steering
Committee
5S training and team activities.
2.
Audits and follow-up
Ideas for improvement, problems
3.
solving and action projects
4 Performance indicators
Saint-Gobain HPM Sector
Question
Is there a formal 5S program with
management commitment? Is the 5S
vision shared in the plant? Are targets
clearly communicated? Are there an audit
system and a reporting system in place?
All workshop operators have not been
Have all operators been trained to the 5S
trained to the 5S and there is no evidence of board is set up, but regular team activities
and is there a continuous 5S team activity
team activity.
all over the plant, with a regular audit plan
clearly defined for all the teams?
Have improvement suggestions, projects
and action plans been structured and
visually displayed, and are they visible to
everyone?
Is everyone informed of the workplace
past and present achievements?
INITIAL SITUATION FIRST IMPROVEMENTS
NO REGULAR 5S ACTIVITY REGULAR 5S ACTIVITIES ARE STARTING
The 5S are not integrated into the activity.
The Steering Committee has started audits
No formal program . Management is not
and performance meetings, but they are not
aware of the benefits. The Steering
carried out regularly. 5S achievements are
Committee members do not carry out any
amongst the managerial staff priorities and
audits. The nature and the objectives of the
they are followed during workshop meetings.
5S project are not displayed and known by
everyone.
1 2
A large part of workshop operators have
been trained to the 5S, the 5S team activity
have not started yet. All documents are not
up-to-date. Some audits have been
scheduled, but they are irregular, and the
last
1 2
Several improvement ideas have been put
A couple of recent improvement ideas and a
forward, they are recent and well displayed
There are no recent improvement couple of issues have been targeted for an
on the team activity board. Meetings aimed
suggestions, or visible action projects. improvement project and are displayed in
at solving some particular issues have been
the workshop.
scheduled.
1 2
There are a few performance indicators, but
There is no displayed indicator of the
they are not up-to-date, they are still too
production unit performance and of the 5S
global or do not reflect correctly the
progress.
production unit performance.
1 2
28/06/05
DEVELOPMENT
CONTINUOUS IMPROVEMENT
ACTIVITIES ARE BEING DEPLOYED
The Steering Committee audits are
scheduled on a regular basis in the
workshops. 5S are part of team activities.
3-4
All workshop operators have been trained in
5S. Each team is responsible for an area,
and a meeting point with an activity board
has been set up. Regular meetings and
teams are developing.
Audits are made by the whole team,
supervisors and operators, as
3-4
3-4
The workplace performance indicators are
displayed and up-to-date. The results for 5S
audits and indicators related to
improvements due to the 5S are displayed
on the activity board or in the production
unit.
3-4
INTEGRATED SYSTEM EXCELLENCE
INTENSIVE CONTINUOUS
A CONTINUOUS IMPROVEMENT
CULTURE IS ESTABLISHED
IMPROVEMENT ACTIVITIES ALL OVER
THE PLANT
The Steering Committee audits are part of Steering Committee audit programs and
the reporting system and teams priorities are results for all production units and all the
regularly defined with the managerial staff teams priorities are displayed in a place
and the Steering Committee. shared by all personnel
5 6
Everyone takes part in the 5S activities and Each team is responsible for an area in the
each team is responsible for an area. Some workplace. The activity board is a regular
time is allocated to the 5S activities. Team and systematic meeting for the team;
members photos are displayed on activity documents are up-to-date. There is a 5S
boards together with team action plans. coordinator in each team. The planning of
team audits as well as all the elements of
Audits are made regularly and lead to im the te
5 6
All identified issues are subject to A process for the treatment of abnormalities
improvement projects and displayed on (problem solving methodology) and the
activity boards. Abnormalities are subject to follow-up of improvement ideas has been
a clear improvement process. Action plans set up. Teams have set up a very efficient
are shared out between team members and and shared organization for problem
displayed on the team activity board. analysis and action plans follow-up.
5 6
The performance indicators are followed by
the teams and the 5S action plans progress All teams develop their own action projects,
are being related to a process indicator and process and performance indicators.
to a financial indicator.
5 6
Productivity Group Europe
 OFFICE 5S CHECK LIST
OFFICE 5S CHECK LIST

1st S: Sort through/sort out Eliminate what is unneeded and decide what is needed

Check item Question 1 2 3-4 5 6

SCORE
FIRST INTEGRATED
INITIAL SITUATION DEVELOPMENT EXCELLENCE
IMPROVEMENTS SYSTEM

Are there any unneeded things (newspapers, samples,

1. Unneeded objects
various items) on shelves and in file cabinets? 0

2. Unneeded files Are there any files requiring specific archiving? 0

Are there any computer cables and wires lying about on

3. Cables and wires
the floor? 0

Are walls, machines or boards covered in unneeded

4, Walls, equipment and partitions
calendars and posters? 0

0
Total S1

Saint-Gobain - HPM Sector 28/06/2005 Productivity Group Europe

 2nd S: Set in order Define a specific location for every item needed

Check item Question 1 2 3-4 5 6

FIRST INTEGRATED
INITIAL SITUATION
IMPROVEMENTS
DEVELOPMENT
SYSTEM
EXCELLENCE SCORE

Are shelves and filing cabinets identified with labels,

1. Shelves and filing cabinets
markings and visible codes? 2

Documents, files and binders Is there any indication of title, number, name of person in
2.
identification charge, and/or date on file or binders? 2

Are documents, stationery, materials well-ordered and

3. Easiness of use
easy to reach and return to their location? 1

Are the various areas, cabinets, and offices clearly

4, Areas indication
identified? 2

7
Total S2

Saint-Gobain - HPM Sector 28/06/2005 Productivity Group Europe

 3rd S: Shine and sweep Keep the workplace clean and eliminate abnormalities

Check item Question 1 2 3-4 5 6

FIRST INTEGRATED
INITIAL SITUATION
IMPROVEMENTS
DEVELOPMENT
SYSTEM
EXCELLENCE SCORE

Are floors, carpets and walls clean, do paintworks need

1. Cleanliness of floors and walls re-doing? Are windows, shelves and plants regularly 0
dusted and cleaned?

Is there a specific person in charge of keeping files up-to-

2. Updating tasks
date for each subject? 0

Are wastebaskets and destroyer bins regularly emptied

3. Wastebaskets
before they overflow? 0

4, Feeling of tidiness and cleanliness Offices are clean, few documents are not filed. 0

0
Total S3

4th S: Standardize Create a visually managed workplace

Check item Question 1 2 3-4 5 6

SCORE
FIRST INTEGRATED
INITIAL SITUATION DEVELOPMENT EXCELLENCE
IMPROVEMENTS SYSTEM

The location of files, books, articles and stationary can be

1, Visualization seen at a glance. All cabinets are visually defined with 0
their contents.

Is there a procedure for dealing with confidential

2, Confidential documents and archiving
documents and archives? 0

Have team defined a shared filing system in the computer

3, Shared filing system and are the work-in-process files managed with a 0
visual system indicating progress level and things to do?

4, Stationary Are minimum supplies levels clearly indicated? 0

0
Total S4

Sustain improvements and make further company wide

5th S: Sustain improvements

Check item Question 1 2 3-4 5 6

FIRST INTEGRATED
INITIAL SITUATION
IMPROVEMENTS
DEVELOPMENT
SYSTEM
EXCELLENCE SCORE

Do team members carry out regular meetings in a

1, Meetings
specific area? 0

Are activity scheduling, departments tasks and

2. Work schedules and performance
performance indicators clear and visualized? 0

Are meetings and traveling schedules clearly visualized

3. Schedules
and displayed? 0

Have dates been set within the team for audits, and to
4, Audits and updating
update and dispose of documents? 0

0
Total S5

TOTAL SCORE 7

% of ultimate target 5.83%

Saint-Gobain - HPM Sector 28/06/2005 Productivity Group Europe