2 5S Good Housekeeping

Development of a QMS Certifiable to ISO 9001:2015
Standard for the Mariano Marcos State University
Seminar-Workshop on
5S Good Housekeeping
1-2 July 2019

Mariano Marcos State University
City of Batac, Ilocos Norte
Module Coverage
Introduction to 5S Good
1 Housekeeping
Seminar-Workshop on 5S Good Housekeeping

1-2 July 2019
1
What is Productivity?
• Ratio of OUTPUT / INPUT

• Relationship between products and services
produced, and consumption of resources in
producing them
It is the application of the economic principle

of realizing maximum effect with minimum
cost.
• Effectiveness and Efficiency
DOING THINGS
RIGHT
DOING THE RIGHT

THINGS

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2
• It is an attitude of the mind. It seeks to
continually improve what already exists.
• It is based on the conviction that one can do

things better today than yesterday and better
tomorrow than today.
Productivity chain
Efficient, Better
Superiority in Economic
High Effective, Standard of
Economic Use Market Development
Productivity Living &
of Resources Competition & Growth
Human Welfare
Wasteful Use Inferiority in

Low Economic Social
of Resources Market
Productivity Slowdown Instability
Competition

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8 Types of Wastes
The ability to understand and

satisfy customers’ needs and
expectations.

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Service Quality Dimensions

• Dependable and accurate
Reliability performance
• Competence, courtesy,
Assurance credibility, security
• Appearance of physical
Tangibles elements
• Easy access, good
communication,
Empathy understanding of
customer
Responsive • Promptness, helpfulness
Integrity • Doing the right thing
The need for P&Q improvement programs
• To build a culture of continuous improvement

towards performance excellence
• To meet customer or public expectations
• To ensure consistent quality of the
products/services delivered
• To improve organizational performance
• To sustain reform initiatives
14

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5
SERVICE PERFORMANCE
EXCELLENCE
INFORMATION
CUSTOMERS
LEADERSHIP
PROCESSES
PLANNING
RESULTS
PEOPLE
TQM
5S WIT SS ISO
9001
FOUNDATION FOR PRODUCTIVITY & QUALITY
P&Q Improvement Approaches
 Kaizen : The Gradualist Approach

CONTINUOUS
IMPROVEMENT
INVOLVING EVERYONE
Innovation : The Great-Leap Approach
INVOLVES CAPITAL
INVESTMENT

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Kaizen + innovation
Maintenance
Innovation
Kaizen
Maintenance
Innovation
17
Kaizen P&Q Improvement Approaches
SUGGESTION SCHEME
Systematic system of improving work
place
WORK IMPROVEMENT TEAM

Small group of employees from the same
workplace are organized to participate in
problem-solving activities

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7
ISO 9001
A quality management system
standards adopted worldwide to
assure consistency of product/service
quality and reliability
5S GOOD HOUSEKEEPING
A process designed to
eliminate wastes by organizing
the workplace.
TOTAL QUALITY MANAGEMENT

A comprehensive and fundamental
rule or belief for leading and
operating an organization, aimed at
continually improving performance
over the long term by focusing on
customers while addressing the
needs of all stakeholders

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Module Coverage
2 5S Principles
5S and QMS

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5S and QMS
5S Rationale
 Common Workplace Problems
 Inconsistent cleanliness & orderliness
(cluttered work area)
 Difficulty in retrieving files

(lack of proper labeling of items/files)
 Things are not put in proper place or

storage area
 Inadequate space

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5S Rationale
 Types of Workplace
3rd Class • People make a

mess and nobody
Workplace cleans up
2nd Class • People make a

mess while another
Workplace group cleans up
1st Class • People don’t make a

mess and yet
Workplace everybody cleans up
5S Rationale
 5S and Customer satisfaction

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11
History of 5S
• Streamlining the assembly process of
Venice shipbuilders to build ships in hours
instead of days or weeks
• Sakichi Toyoda and son Kiichiro as well as

Toyota engineer Taiichi Ohno developed the
5S methodology or what they called the Total
Production System (TPS) after World War II
• Analysis of Ford and Piggly Wiggly

supermarkets
What is 5S?
5S is a systematic approach to:

organize work areas
keep rules and standards
maintain discipline
5S utilizes:
workplace organization
work simplification techniques

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What is 5S?
5S practice:
develops positive attitude among
workers
cultivates an environment of
efficiency, effectiveness and
economy
5S Principles

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13
SAFETY
Ensures that potentially

hazardous situations are
6S
not overlooked while in the
midst of excitement of
implementing changes
that have made our work
place more efficient and
easier to operate.
31
SECURITY
 Identifies and addresses risks

to key business categories
7S
including fixed assets,
material, human capital,
brand equity, intellectual
property, information
technology, assets-in-transit,
and the extended supply
chain
32

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SATISFACTION
8S  Employee Satisfaction and

engagement in continuous
improvement activities ensure
the improvements will be
sustained and improved upon.
 The Eight wastes – Non

Utilized Intellect, Talent, and
Resources can be the most
damaging waste of all
33
1st S Sort (Seiri)
• Remove unnecessary items and dispose

them properly
Key Principles:
Waste Elimination Make work easy by eliminating obstacles
Stratification Provide no chance of being disturbed with

Management unnecessary items
Dealing with causes Eliminate the need to take care of unnecessary
items
Prevent accumulation of unnecessary items

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Sorting procedure
Establish Tag Items for
Disposal
isposal Designate
Sorting
“Red/Yellow Suitable
Evaluation
Tagging” Storage Area
Criteria
Establish/
Follow
Disposal Plan
and
Procedure
37
Stratification management
Things used constantly
Things needed Things used occasionally
Seldom used, but still needed

Stratification
No potential use
Things not
needed Potentially useful or valuable
Requiring special disposal

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What are unnecessary items?
• Item is not needed

• Item in-stock is more than what is needed for
consumption
• Contingency items more than what is needed for
future use
• fresh pair of eyes can be useful

• cross-functional teams, or getting people to look at each
other’s areas may be more effective
Identifying Unnecessary Items

1. Work in Process (WIP)
• Things that fell at the back of or rolled under
the table
• Broken items inside the drawers/ cabinets
• Things under the cabinets/ computers
• Stock of rejected items
• Items/ records accumulated over a period of
time

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2. Equipment, furniture, supplies, and records
• Old records, outdated equipment, and replaced
furniture not in use, but are still being kept
• Accumulated scrap papers/ items
• Equipment/ furniture not required for the
operation being performed, but are still being
kept

3. Contingency items
• Many storage place for contingency items
become a last refuge for old files/ documents,
broken items, surplus items, and things nobody
is likely to use

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4. Shelves and Lockers
• Shelves and lockers tend to collect things that
nobody ever uses, like surplus, broken items
etc.
5. Passages and Corners

• Dust, material, etc. not required, seem to gather
in corner

6. Beside Pillars and under the stairs
• These areas tend to collect junk, plant boxes
etc.
7. Walls and Bulletin Boards

• Out dated notices which have lost their
relevance
• Posters or bulletins on wall
• Dust, remains of torn notices, cell tape pieces

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8. Floor, Pits, Partitions
• Defective parts
• Small items stucked
• Supplies such as paper clips, notepads, pens, pen caps, etc
• Items dropped on the floor that are not picked-up
9. Computer Hard Disk

• Many unwanted, outdated, and temporary files pile up
10. Work Process/ Service Process

• Process steps not necessary for the completion of the process
Inspection Checklist
Ensures that everyone

in the work area is
examining all potential
items and keeps people
from forgetting to sort
through areas such as
office corners or spaces
under work tables.

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Inspection Checklist
Category Possible Actions
Obsolete Sell, Hold for depreciation, Give away, Discard
Defective Return to supplier, Discard,
Garbage Recycle , Discard

Unneeded in this area Move to proper location
Used at least once per
Carry on person, Store at point of use
day
Used about once per
Store in area, close to point of use
week
Used less than once per
Store where accessible and easy to find
month
Store out of the way, visually controlled and dated,
Seldom used, must keep with retrieval planned, Discard if this is a less-expensive
option,
Move to central storage if not able to easily find its use
Use is unknown
Apply to one of the above categories
Dealing with Papers
1. Make a single pile of papers

2. Go through them and sort in
following categories
a) Immediate action
b) Low priority
c) Pending
d) Reading material
e) For information

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Dealing with Papers

How to reduce papers on your table ?
4 D Principle
DO
DELEGATE
DELAY
DUMP
Tagging
• The Red Tag system (AKAFUDA) is a
method used to identify items that are found
in the work area, but their use and need are
not yet identified.
• Provides information on:

• "What is this?“
• "Should I keep it, store or dispose of it?“
• "If I need it, how many should I keep?"
• These easy-to-use tags are normally 3 1/8"

x 6 1/4" and are two-sided. Packages of 100
and complete with 12" long wire ties.

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Tagging
Used for specific safety and health Used to identify or unneeded items.
issues. Used to identify potential Addresses issues on storage,
hazardous situations with corrective scrapping, obsolescence, defects,
action needed to return to a safe and disposal.
condition.
Tagging
Used to identify miscellaneous inventory, Used to identify any product,
tools, fixtures, office equipment, files, and equipment or inventory that is to
other unknown items. Notes disposition be relocated.
related to identification, return,
movement, surplus

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DISPOSAL TAG
Success Indicator
Area saved or
percentage of
space available

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2nd S
Systematize (Seiton)
• Arrange necessary items in good order
Key Principles:
Functional Storage Location area/ container that is
accessible, retrievable, safe, and secure
A place for Provide no chance of being disturbed
everything and with unnecessary items
everything in its
place
Search elimination Eliminate the need to take care of
unnecessary items
Systematize Procedure
Decide how Designate a
Decide where things should responsible
things belong be put away person
Establish/
Follow
Procedure
57

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Seven Seiton Principles

1. Follow the first-in-first-out (FIFO) method for
storing items.
2. Assign each item a dedicated location.
3. All items and their locations should be indicated
by systematic labeling.
4. Place items so that they are visible to minimize
search time.
5. Place items so they can be reached or handled
easily.
6. Separate exclusive tools from common ones.
7. Place frequently used tools near the user.
•Transparent / no cover
SEITON •Stock level indicators
B10-100 B12-100
B10-150 B12-150

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SEITON
1 2 3 4 5 6 7 8 9 101112
•Seiri wastes
•No horizontal piling
•Nothing on floor
• Transparent/no cover
• Stock level indicators

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30 Second Rule
Tool Box

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Records Management
Records Management

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Success Indicator
Time saved in
searching and
doing the process
3rd S
Sweep (Seiso)
• Clean your workplace and equipment
• An attitude towards cleaning; considers dirty
and untidy workplaces as intolerable.
Key Principles:
Cleaning as a way of purifying the spirit
Cleaning as Inspection
Elimination of Minor Defects

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Sweep Procedure
Prepare/ Conduct
Follow Cleaning and Use F-Label
Cleaning Inspection Technique
Schedule
70
3 Levels of Cleaning
1. Overall cleaning of
everything
2. Cleaning of specific
items, tools, equipment,
machines, and
workplaces
3. Cleaning at the detail
level, getting to the
grime in screw threads,
corners, and crevices

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Some Good Seiso Practices
Clean
me !
• Practice 5-10 minutes of Seiso daily
• Assign an owner to each machine.
• Combine cleaning (Seiso) with
inspection
• Repeat sweep-wipe-polish-check-fix
• Organize a Big Cleaning Day once or
twice a year
Some Good Seiso Practices
Clean
me !
• Proper tools needed for housekeeping
are kept in designated locations
• Ensure availability of cleaning supplies
• Set scheduled cleaning time and
responsibilities for work stations and
common areas

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ORG-ARMM
Big Clean-Up Day
Success Indicator
Decrease in
accidents and
equipment
downtime

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4th S Standardize/Sanitize
(Seiketsu)
• Maintain a high standard of housekeeping and
workplace organization at all times.
Key Principles:
Visual A technique to enable people to make rules
Management easy to follow, differentiate normal from
abnormal situations through the use of visual
aids
Standardization Formulation, publication, and implementation of
guidelines, rules, and specifications for common
and repeated use, aimed at achieving optimum
degree of order or uniformity in a given context,
discipline, or field.
Never implementing the

first 3S’s, maintain a high standard
of cleanliness and put everything
in writing

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Seiketsu Practices
Visual control Inspection marks
Color coding Maintenance labels
Foolproofing (poka-yoke) Responsibility labels
Wire management One-point lesson
“I can do it blindfolded!” One-is-best campaign
One-point Lesson at DAP

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The One is Best Campaign
Seiri Seiton
 One location filing
Shitsuke
 One-day processing
Seiketsu Seiso
 One-file projects
 One-hour meetings
 One-page memos
 One-tool work
 One-copy filing
Color Coding

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Visual
Management
Quality Workplace Standard

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Success Indicator
Improvement in 5S
indicators
5th S
Self-discipline (Shitsuke)
• Do things spontaneously without being told or

ordered
• Train people to follow good housekeeping rules
autonomously
Key Principles:
Habit formation
Disciplined workplace
Empowerment of
workers

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Self-discipline (Shitsuke)
Safety Helmet
Head Lamp Clean Uniform
• Enhance autonomous activities

• Work according to standards
• Maintain the discipline needed to do a quality job
• Upgrade productivity and quality consciousness
Some Suggested Good

Shitsuke Practices
• Contact people with a big smile.

• Be a good listener.
• Be devoted and kaizen-oriented.
JANUARY
• Demonstrate team spirit.
• Conduct yourself as the member of a
reputable organization.
• Be punctual.
• Always keep your workplace clean and tidy.
• Observe safety rules strictly.

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3 5S Program Implementation
5S Program Road Map

PLAN CHECK & ACT
5S Evaluation
5S and
Groundwork Sustenance
5S
Implementation
DO

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5S Related Activities
Phase Activity
5S Groundwork  Creating the 5S Committee
 Executive Briefing
 5S Soft Launching
 Situation Appraisal/ Fixed-Point Photography
 Training the Core Team
 Crafting the Quality Workplace Standards (QWS)

 Training the Trainers
 5S Promotions and Advocacy

 Cascading the QWS
5S Implementation  5S Launching: Big Clean-Up Day

 Implementing the 5S and QWS
5S Evaluation and sustenance  5S Audit and Competition

 Final Situation Appraisal
 Keeping 5S up and running

 Conduct of regular 5S audits and other activities
Creating 5S Committees
QMS Core Team Existing Structure

Secretariat
Quality
Training &
KM Team Audit Team Workplace
Education Team
Team
Team Leader
Assistant Team Leader
New 5S Team Structure 5S Secretariat
5S Training & 5S Promotions & 5S Audit

Sample Education Team Recognitions Team Team

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5S Committee Composition
• Representatives of the
departments who shall act Quality
Workplace
as department 5S Team
coordinators/ leaders Team Leader
Assistant Team Leader
5S Secretariat
5S Training & 5S Promotions & 5S Audit

Education Team Recognitions Team Team
5S Fixed-point Photography
STEP 1 STEP 2
Before After

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Purpose of the audit
 Turn PDCA (Plan, Do, Check, Act)

 Analyze the results of actual implementation
PLAN DO
of 5S in the workplace
PDCA
CYCLE  Provide support and guidance to the members
of each work station to ensure the smooth
ACT CHECK
and effective implementation of 5S activities
while at the same time encouraging them to
maintain good practices
 Dissemination of good practices
What is 5S Audit?
It is a regular activity within the 5S

program that determines how well
5S is implemented or practiced in
an organization
with reference to a set of Quality
Workplace Standards (QWS).

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For inquiries and feedback, contact the:

Government Quality Management Program Office
gqmpo@dap.edu.ph | (02) 632-2163

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45

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Development of a QMS Certifiable to ISO 9001:2015

Standard for the Mariano Marcos State University

1-2 July 2019

Seminar-Workshop on 5S Good Housekeeping

• Ratio of OUTPUT / INPUT

It is the application of the economic principle

DOING THE RIGHT

Seminar-Workshop on 5S Good Housekeeping

• It is based on the conviction that one can do

Wasteful Use Inferiority in

Seminar-Workshop on 5S Good Housekeeping

The ability to understand and

Seminar-Workshop on 5S Good Housekeeping

Service Quality Dimensions

Integrity • Doing the right thing

The need for P&Q improvement programs

• To build a culture of continuous improvement

Seminar-Workshop on 5S Good Housekeeping

FOUNDATION FOR PRODUCTIVITY & QUALITY

P&Q Improvement Approaches

 Kaizen : The Gradualist Approach

Innovation : The Great-Leap Approach

Seminar-Workshop on 5S Good Housekeeping

Kaizen P&Q Improvement Approaches

WORK IMPROVEMENT TEAM

Seminar-Workshop on 5S Good Housekeeping

Kaizen P&Q Improvement Approaches

Kaizen P&Q Improvement Approaches

TOTAL QUALITY MANAGEMENT

Seminar-Workshop on 5S Good Housekeeping

Seminar-Workshop on 5S Good Housekeeping

 Difficulty in retrieving files

 Things are not put in proper place or

Seminar-Workshop on 5S Good Housekeeping

3rd Class • People make a

2nd Class • People make a

1st Class • People don’t make a

Seminar-Workshop on 5S Good Housekeeping

• Sakichi Toyoda and son Kiichiro as well as

• Analysis of Ford and Piggly Wiggly

5S is a systematic approach to:

Seminar-Workshop on 5S Good Housekeeping

Seminar-Workshop on 5S Good Housekeeping

Ensures that potentially

 Identifies and addresses risks

Seminar-Workshop on 5S Good Housekeeping

8S  Employee Satisfaction and

 The Eight wastes – Non

1st S Sort (Seiri)

• Remove unnecessary items and dispose

Stratification Provide no chance of being disturbed with

Seminar-Workshop on 5S Good Housekeeping

Things used constantly

Things needed Things used occasionally

Seldom used, but still needed

Requiring special disposal

Seminar-Workshop on 5S Good Housekeeping

What are unnecessary items?

• Item is not needed

• fresh pair of eyes can be useful

Identifying Unnecessary Items

Seminar-Workshop on 5S Good Housekeeping

Identifying Unnecessary Items