5S EVALUATION SHEET

1st S: Sort through/sort out

Eliminate what is unneeded and decide what is needed INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE

Check item

Question

NO DISTINCTION BETWEEN NEEDED AND UNNEEDED

ELIMINATION OF UNNEEDED ITEMS IS IN PROGRESS

UNNEEDED AND NEEDED ITEMS HAVE BEEN SEPARATED

CLEAR LOCATION FOR ALL NEEDED ITEMS

LOCATIONS FOR ALL NEEDED ITEMS ARE CLEAR AND VISUAL

1.

Unneeded pallets / boxes / raw materials / consumables / finished products in the workplace

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?

Large quantities of finished products and raw materials are stored in the work area and in corridors instead of being stored in the warehouse or in a specific area. There are pallets, drums, packaging materials in the work areas and in corridors. Safety e

Unneeded raw materials, packaging materials, inventory and finished products have been eliminated from the workplace. The work area only includes materials used on a daily basis. Corridors and safety exits are clear. Chemical products, scrap materials and

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

There are no unneeded drums or pallets in the work and storage areas. All products, consumables and materials have specific locations defined on the basis of a 5S flow map (which identifies the best locations to reduce motion waste), and they are kept in

All locations for finished products, materials, packaging materials, are visually indicated. Minimum and maximum levels have been defined, with a visual system for replenishment. An area for tagged products (with no clearly defined usage) has been clearly

3-4

2.

Unneeded tools, jigs, support material or accessories

Are there any unneeded tools, jigs, dies, moulds or accessories (wrenches, scrapers, gloves...) in the work area? Is it possible to distinguish between needed and unneeded items?

Unneeded tools, jigs and accessories lie about in the workplace, in drawers, on machines, drums, or on the worktables. Shelves and cupboards are filled with useless tools and other old items. Machine tools are put away in a jumble. Some tools are in perso

Tools/items on shelves, in cupboards have been partly sorted and put away, and tagging of unneeded items is in progress. Machine tooling is put away in specific spaces. There are still a few non-defined tools or items on cupboards, machines or about.

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

Only tools and items used regularly for daily/shift production can be found in the workplace: their locations are clearly marked, together with necessary quantities. Cupboards have been completely cleared of useless items. There are no tools in personal l

There are only the needed tools in the workplace: a list has been established. There are only clearly identified items in cupboards or on shelves. There are no more personal toolboxes, except for specific uses. The tagging process is carried out every tim

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

6
All equipment in the work area has a specific use and a clear location. Forklift trucks have specific allocated spaces everywhere they are used. All machines or equipment used sporadically have a specific location, well indicated, and anybody can get them

3.

Are there any unused machines or other Unneeded machine or other equipment equipment in the workplace? (worktables, shelving, packing machine, etc).

There is some unused equipment in the workplace, in the aisles or in the storage areas. Forklift trucks have no specific locations.

Unneeded machines have been removed. There are still a couple of unused or very rarely used equipment in the workplace.

All equipment in the area has a specific use. They have defined locations and their names are displayed. All forklift trucks have a clearly defined location in every area where they can be used.

1
Are there any unneeded or obsolete instructions, procedures, memos, drawings or visual displays in the file cabinets, on the workstation and on the walls? The workplace (workstation/monitoring room) contains documents/files that are unneeded or that have been kept in the wrong place (old calendars, memos, files, drawings, catalogues).

2
Instructions on the desks or workstation are not all related to current work. A few old memos. Drawers are still full of papers and each team runs its own document system.

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.

5
All procedures and notes are up-to-date and forms/instructions are related to current work. A location has been defined for the support documentation necessary for all operators.

6
Only the documents necessary for daily production activities and process monitoring can be found in the workplace, in specific and visually indicated locations.

Unneeded documentation, visual displays, books, drawings

1
(*) PPE: Personal protection equipment Suggested methodologies:

2
Yellow tagging for undefined items Tagging list and action plan.

3-4

Saint-Gobain HPM Sector

28/06/05

Productivity Group Europe

2nd S: Set in order

Define a specific location for every item needed INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE

Check item

Question

LACK OF ORGANIZATION AND ORDER

WORKPLACE ORGANIZATION IS IN PROGRESS

LOCATIONS ARE BEING VISUALLY IDENTIFIED

A VISUAL CONTROL SYSTEM IS BEING IMPLEMENTED

A VISUALLY ORGANIZED WORKPLACE

1.

Identification of production units ,piping, machines, running condition and flow

Are production units, workshops, machines, piping, production lines and processes clearly identified and visually displayed?

There are no (or very limited) visual indications of the names of the production units, nature of processes, areas, names or numbers of lines and machines.

All units, lines and machines are identified with a name or a number that is clearly Production units, machine names, as well as indicated and visible from a distance. process types, are indicated. All machine Machines and workstations are well-lit. guards are in place, Piping contents and direction of flow have been identified.

There are visual markings for all equipment, silos, supplying inlets, and a system has been implemented to identify when they are functioning.

All equipment, their functioning conditions, and the safety conditions that are to be respected are clearly marked with a visual control system.

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

6
A list of the necessary tools is displayed at every workstation. Equipment accessories are well-defined. Codes and colors indicate where they are to be put away. A standard for arranging tools and accessories has been created and is displayed.

2.

Organization of tools, jigs, support materials and machine accessories. Location for PPE* and safety material

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?

The locations for the tools necessary to the workstation are not visible. Tools have no allocated space. Machines tooling and fixtures are in a jumble in dark, unidentified areas.

Tools have a defined location, but they are not always in that location. Fixtures, toolings and machine accessories are stored in specific areas.

Tools are actually in the right place, and they are visible at once. Tools locations are visually controlled, with clear and legible markings of their dimensions or conditions for use.

3-4

3.

Delimitation of floor areas, aisles, storage areas for materials and finished products. Location and supplies of items in shelves/on storage racks (consumables, bottles, rolls, tapes, etc).

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 easilyaccessible?

There are no signs to indicate floor areas, passageways and pedestrian areas. Areas for storage and scrap, safety issues are not indicated or have disappeared. The labels indicating locations in cupboards or shelves are nonexistent, spoiled or cannot be r

Storage areas, pedestrian areas, exits, safety issues and passageways are identified, but not respected. Markings are not always clear, or there are a few location indicators, but they are not always respected or not precise enough. PPE* have a specific l

Storage areas, pedestrian areas, aisles and Storage areas, pedestrian areas and passageways are well indicated. passageways are visualized or painted with Passageways are clear. All storage is carried- specific colors. All storage are carried out in out as indicated. Forklift trucks locations are the areas indicated. Passageways are clear, identified. Items in cupboards or on racks are and dangerous areas as well as forklift well-identified, marked and labeled. M trucks, ramps paths can be identified at a g

Materials, packaging and finished products locations, as well as flow directions and hazardous areas, can be identified at a glance. A list of contents is displayed on all cupboards and shelves. A visual system has been set up for the replenishment of the

1
Presence of the necessary documents in the production unit and at the Are all documents essential to the activity workstation (SHE* documents, job well-arranged and clearly identified? forms, work instructions, etc)

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.

5
Job instructions, batch forms, order forms, quality forms and other documents (specific operating procedures) are visually marked, codified with well-defined sequences.

6
Instructions, standard operating procedures and safety instructions can be identified at a glance on each workstation, and globally in all areas of the workplace.

All necessary documents (SHE* documents, All SHE* documents and other documents batch forms, quality forms, etc) cannot be have an allocated space and are available found on the workstation, or they are in a on the workstation jumble and difficult to identify and read.

1
(*) PPE: Personal protection equipment (*) SHE: Safety, Human, Environment Suggested methodologies: 5S flow map

3-4

Color codes / addresses codes Photos

Saint-Gobain HPM Sector

28/06/05

Productivity Group Europe

3rd S: Shine and sweep

Keep the workplace clean and eliminate abnormalities INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT
CONDITIONS FOR A CLEAN ENVIRONMENT ARE BEING ESTABLISHED

INTEGRATED SYSTEM

EXCELLENCE

Check item

Question

ENVIRONMENT NOT CLEAN

CLEANLINESS IS IN PROGRESS

CLEANING AND INSPECTING BECOME A HABIT

CLEANING AND INSPECTING ARE PART OF THE CULTURE

1.

Cleaning tools, materials and equipment

Are cleaning tools, equipment materials available, accessible and adapted?

The necessary tools (shovel, clothes, brushes), products (detergents) and equipment (vacuum cleaners) for everyday cleaning are not all available or in a good state, or they have no defined location.

There are clearly defined and visualized Cleaning tools and materials have been Cleaning tools, materials and equipment are locations for cleaning instruments, materials 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. space. everywhere it is needed, in different points of the workplace. All addresses are marked.

Cleaning tools, materials and equipment are clearly identified in well-defined areas: their list has been established in every production unit and the operators in charge of their maintenance and replenishment are indicated.

2
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

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.

6
Machines are quite clean, and hard-to-reach areas have been removed or adjusted. Workstations are perfectly clean, there are no fingerprint or dust. All contamination sources are being improved. Some improvements projects are still going on and are displa

2.

Workstations, machines are dirty: there are Cleanliness of workstations, machines, Are machines, workstations, piping, overflows, swarm, leakages, dust, equipment, accessories and piping. cabinets, shelves clean? Have fingerprints. Dirt and contamination sources Elimination of sources for dirt and contamination and dirt causes (leaks, dust) are not treated: there are oil leaks, dust and contamination been identified and treated? overflows.

Workstations , machines and piping are clean. equipment, machine accessories, tools and racks are clean. All identified contamination sources are being improved or are planned to be.

3-4

3.

Cleanliness of floors and scrap areas

Are floors, aisles and scraps, scrap areas clean?

Floors and passageways are rather clean, Floors are dirty; there is dust, oil and product but floors in the work areas are dirty, soiled stains. Containers and bins are dirty and they with oil and dust. Containers and bins are sometimes overflow. emptied regularly.

Floors and all the workplace areas are perfectly clean and markings are in a very Floors are quite clean, even nearby or under Floors are clean, bin/scraps areas and good condition. A team is responsible for machines and piping, and in all work and containers are clean and emptied regularly. every area in the plant. Responsibilities are storage areas. defined for control of cleaning and extraction systems.

3-4

5
The workplace is divided into areas, and teams are responsible for them. The planned cleaning activities are carried out according to the programs. Working clothes are clean.

6
The planned cleaning activities are carried out according to schedule. Working clothes are clean. Cleanliness criteria are on display on every machines. Changing-rooms, similarly to all the workplaces, are quite clean and well-kept.

Cleanliness behaviors and rules

Is cleanliness a usual team concern? Is cleaning an ongoing team activity?

Cleaning programs are nonexistent, not regular or not applied; weekly cleaning has not been done; clothes are dirty.

Cleaning programs are displayed. They are not always completed for lack of time.

The cleaning activities planned at the workstation are adhered to.

3-4

Suggested methodologies:

Red tags - Cleaning program - Photo showing a cleaning standard - Map of the setting with divided areas

Saint-Gobain HPM Sector

28/06/05

Productivity Group Europe

4th S: Standardize
Create a visually managed workplace INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE

Check item

Question

LACK OF STANDARDS

A FEW STANDARDS ARE ESTABLISHED

STANDARDS ARE BEING DEVELOPED

A VISUAL CONTROL SYSTEM IS IN PLACE ALL SITUATIONS ARE UNDER CONTROL

Visual standards for marking, signboarding and tools management

Are there existing standards and a shared coding system for areas, tools ,pipes and equipment markings?

Standard colors have been defined for floor Marking rules and color codes are not clearly markings (raw materials, finished products, defined for the site. bins, etc) and are implemented in all workplaces.

Tools are marked with defined color codes: locations are identified according to color Colors, coding systems for tools , jigs and standards and to an established codification pipes have been defined and are system. Moulds, fixtures and machine implemented. accessories are marked out with defined codes.

A visual system has been defined for tools, equipment and accessories organization and management. A reference book has been created with all the standard operating procedures for cleaning and organization of moulds, dies and jig storage, et).

3-4

Orderliness and cleaning standards

Have cleaning routines, Orderliness standards and inspection routines been visually standardized?

The standards to avoid dirt have been defined by teams and displayed where dirty There are no cleanliness standards. Cleaning There are a few cleaning rules or instructions Cleanliness and cleaning standards are operations take place. Cleaning and and inspection programs are neither visible for some workstations, but they are displayed and integrated into daily team inspection routines, as well as cleanliness nor clearly formalized. incomplete. activities. criteria, are displayed. All disposal recipients have been identified, and all discarded mater

Each team manages its own cleaning schedule and inspections, has a checklist of specific control points, and all areas are clean and under control.

3-4

Production operating procedures, safety and quality standards

Are production rules operating procedures and safety standards, clear and accessible? Are there dangerous activities in the workplace that have not been defined and visualized by a standard?

Operating rules and procedures are not clear; the process is uncertain or it results from a habit. There are no traces of quality forms or specific instructions. There are no appropriate and visualized safety rules for hazardous operations. No visible saf

Some rules are formalized, operators are trained and work according to habits. There are instruction and quality forms at the workstation. safety instructions are displayed where hazardous actions take place. Displays and visual controls of safety condit

Instructions are clear and visually indicated on all workstations: production and process parameters (weight, pressure, temperature) are visually indicated. All rules for dangerous activities have been standardized and displayed where operations take plac

Quality parameters and standard operating procedures are displayed at each workstation. Visual standards for hazardous activities are clearly displayed where hazardous operations take place, and they are adhered to.

The process is defined by clear, visual standards which are adhered to. Process malfunctions will be seen at a glance. Mistake-proofing systems are developed to prevent dangerous operations.

3-4
The management of consumables/ various kinds of products is under the responsibility of teams operators: a visual standard allows to see at a glance when products need resupplying.

5
Teams have a checklist that they can refer to for a regular checking of reorder levels. Checklists are displayed and integrated into teams routines, and replenishment standards are fully respected.

6
Systems have been set up with warehouses or suppliers (FIFO, Kanban system) for the regular replenishment of products necessary to the teams, and they are fully respected.

Consumables, supplies and raw materials management

Are there standards for the management and supplying of consumables and raw materials?

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.

3-4

Saint-Gobain HPM Sector

28/06/05

Productivity Group Europe

5th S: Sustain
Sustain improvements and make further company wide improvements Check item Question INITIAL SITUATION FIRST IMPROVEMENTS DEVELOPMENT INTEGRATED SYSTEM EXCELLENCE

NO REGULAR 5S ACTIVITY

REGULAR 5S ACTIVITIES ARE STARTING

CONTINUOUS IMPROVEMENT ACTIVITIES ARE BEING DEPLOYED

A CONTINUOUS IMPROVEMENT CULTURE IS ESTABLISHED

INTENSIVE CONTINUOUS IMPROVEMENT ACTIVITIES ALL OVER THE PLANT

Is there a formal 5S program with management commitment? Is the 5S vision 1. 5S project with management shared in the plant? Are targets clearly commitment and a Steering Committee communicated? Are there an audit system and a reporting system in place?

The 5S are not integrated into the activity. No formal program . Management is not aware of the benefits. The Steering Committee members do not carry out any audits. The nature and the objectives of the 5S project are not displayed and known by everyone.

The Steering Committee has started audits The Steering Committee audits are part of and performance meetings, but they are not The Steering Committee audits are the reporting system and teams priorities are carried out regularly. 5S achievements are scheduled on a regular basis in the regularly defined with the managerial staff amongst the managerial staff priorities and workshops. 5S are part of team activities. and the Steering Committee. they are followed during workshop meetings.

Steering Committee audit programs and results for all production units and all the teams priorities are displayed in a place shared by all personnel

3-4

2.

5S training and team activities. Audits and follow-up

Have all operators been trained to the 5S and is there a continuous 5S team activity all over the plant, with a regular audit plan clearly defined for all the teams?

A large part of workshop operators have All workshop operators have not been trained been trained to the 5S, the 5S team activity to the 5S and there is no evidence of team board is set up, but regular team activities activity. have not started yet. All documents are not up-to-date. Some audits have been scheduled, but they are irregular, and the last

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

Everyone takes part in the 5S activities and each team is responsible for an area. Some time is allocated to the 5S activities. Team members photos are displayed on activity boards together with team action plans. Audits are made regularly and lead to im

Each team is responsible for an area in the workplace. The activity board is a regular and systematic meeting for the team; documents are up-to-date. There is a 5S coordinator in each team. The planning of team audits as well as all the elements of the te

3-4

5
All identified issues are subject to improvement projects and displayed on activity boards. Abnormalities are subject to a clear improvement process. Action plans are shared out between team members and displayed on the team activity board.

6
A process for the treatment of abnormalities (problem solving methodology) and the followup of improvement ideas has been set up. Teams have set up a very efficient and shared organization for problem analysis and action plans follow-up.

3.

Ideas for improvement, problems solving and action projects

Have improvement suggestions, projects and action plans been structured and visually displayed, and are they visible to everyone?

There are no recent improvement suggestions, or visible action projects.

Several improvement ideas have been put A couple of recent improvement ideas and a forward, they are recent and well displayed couple of issues have been targeted for an on the team activity board. Meetings aimed improvement project and are displayed in the at solving some particular issues have been workshop. scheduled.

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.

Performance indicators

There is no displayed indicator of the Is everyone informed of the workplace past production unit performance and of the 5S and present achievements? progress.

There are a few performance indicators, but they are not up-to-date, they are still too global or do not reflect correctly the production unit performance.

The performance indicators are followed by the teams and the 5S action plans progress are being related to a process indicator and to a financial indicator.

All teams develop their own action projects, process and performance indicators.

3-4

Saint-Gobain HPM Sector

28/06/05

Productivity Group Europe

OFFICE 5S CHECK LIST

1st S: Sort through/sort out

Check item

Eliminate what is unneeded and decide what is needed

Question

1
INITIAL SITUATION

2
FIRST IMPROVEMENTS

3-4
DEVELOPMENT

5
INTEGRATED SYSTEM

6
EXCELLENCE

SCORE

1.

Unneeded objects

Are there any unneeded things (newspapers, samples, various items) on shelves and in file cabinets?

2.

Unneeded files

Are there any files requiring specific archiving?

3.

Cables and wires

Are there any computer cables and wires lying about on the floor?

4,

Walls, equipment and partitions

Are walls, machines or boards covered in unneeded calendars and posters?

Total S1

Saint-Gobain - HPM Sector

28/06/2005

Productivity Group Europe

2nd S: Set in order

Check item

Define a specific location for every item needed

Question

1
INITIAL SITUATION

2
FIRST IMPROVEMENTS

3-4
DEVELOPMENT

5
INTEGRATED SYSTEM

6
EXCELLENCE

SCORE

1.

Shelves and filing cabinets

Are shelves and filing cabinets identified with labels, markings and visible codes?

2 2

2.

Documents, files and binders identification

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

2 2

3.

Easiness of use

Are documents, stationery, materials well-ordered and easy to reach and return to their location?

1 1

4,

Areas indication

Are the various areas, cabinets, and offices clearly identified?

2 2
Total S2

Saint-Gobain - HPM Sector

28/06/2005

Productivity Group Europe

3rd S: Shine and sweep

Check item

Keep the workplace clean and eliminate abnormalities

Question

1
INITIAL SITUATION

2
FIRST IMPROVEMENTS

3-4
DEVELOPMENT

5
INTEGRATED SYSTEM

6
EXCELLENCE

SCORE

1.

Cleanliness of floors and walls

Are floors, carpets and walls clean, do paintworks need redoing? Are windows, shelves and plants regularly dusted and cleaned?

2.

Updating tasks

Is there a specific person in charge of keeping files up-todate for each subject?

3.

Wastebaskets

Are wastebaskets and destroyer bins regularly emptied before they overflow?

4,

Feeling of tidiness and cleanliness

Offices are clean, few documents are not filed.

Total S3

4th S: Standardize
Check item

Create a visually managed workplace

Question

1
INITIAL SITUATION

2
FIRST IMPROVEMENTS

3-4
DEVELOPMENT

5
INTEGRATED SYSTEM

6
EXCELLENCE

SCORE

1,

Visualization

The location of files, books, articles and stationary can be seen at a glance. All cabinets are visually defined with their contents.

2,

Confidential documents and archiving

Is there a procedure for dealing with confidential documents and archives?

3,

Shared filing

Have team defined a shared filing system in the computer system and are the work-in-process files managed with a visual system indicating progress level and things to do?

4,

Stationary

Are minimum supplies levels clearly indicated?

0 0

Total S4

5th S: Sustain
Check item

Sustain improvements and make further company wide improvements

Question

1
INITIAL SITUATION

2
FIRST IMPROVEMENTS

3-4
DEVELOPMENT

5
INTEGRATED SYSTEM

6
EXCELLENCE

SCORE

1,

Meetings

Do team members carry out regular meetings in a specific area?

2.

Work schedules and performance

Are activity scheduling, departments tasks and performance indicators clear and visualized?

3.

Schedules

Are meetings and traveling schedules clearly visualized and displayed?

4,

Audits and updating

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

Total S5

TOTAL SCORE % of ultimate target

7 5.83%

Saint-Gobain - HPM Sector

28/06/2005

Productivity Group Europe