Lean Roadmap Newsletter
Becoming a World Class Organization
39th Edition  
The topic for this edition is:  
  • 5S Auditing - Some Recommendations and Suggestions 
Certified Lean Facilitator (CLF) Training
Host - South Suburban College 
 Oak Forest IL Campus (South of O'Hare)
You can attend just one class or start the journey to becoming a Certified Lean Facilitator by attending all 3 weeks.
Session Dates:
  • Week 1 - October 18th 
  • Week 2 - November 8th 
  • Week 3 - December 6th 
For more information and pricingClick Here 
To Register for this session, please contact:
Nancy Burrows
Business & Career Institute
South Suburban College 
58 W. 162nd Street
South Holland, IL 60473
708.596.2000 ext. 2556
"Our mission is to Serve our Students and the Community through lifelong learning."
5S Auditing: 
Some Recommendations and Suggestions
When 5S fails to be successfully implemented in an organization, it fails because we did not properly implement the 4th S (Schedule/ Standardize) and there was no follow-up using the 5S (Sustain). 
by Larry Rubrich 
The 5th S, Sustain, is all about developing the discipline to use and maintain the 5S's on a daily basis everywhere within the organization. Sustain means understanding how 5S eliminates organizational waste and then making the first 4S's a habit and part of the company's culture. Sustain, for most organizations, even after the 5S training and 5S Kaizen Events, means 5S audits.   
Some Recommendations and Suggestions on 5S Auditing
  • Audit scores range from 0.0 - 5.0. We use scores in tenths. More on this below.
  • First, understand that audits, like 3rd party inspection, are wasteful activities. Like product or service quality, 5S is an activity that we and the customer expect to pay one person to do it right the first time. Audits do serve the short term purpose of both the reinforcement of the new process we are implementing (necessary if your organizations has had many "programs of the month") and advanced 5S training activities (how do we achieve a score of a "5.0" on an audit of our work area).
  • The audit team should consist of both factory and office associates, an hourly and salary mix. General guidelines are 4-6 auditors (not including the Lean Facilitator, per 250 person organization). The audit team should do practice audits to get everyone on the same page and develop a baseline. Also, consider how government regulations can set baseline scores. For example, if your organization produces food or medical products, meeting the FDA workplace requirements might mean that the minimum 5S score for the first 4S's is a 3.0. Scores less than 3.0 might mean the FDA requirements are not being met.  
  • In the beginning, audits should occur at least every two weeks. Remember, it is both process reinforcment and a learning experience. As the average audit score climbs, the audit time span can be increased. The organization should determine what the operational criteria will be for eliminating audits.     
  • 5S job instructions (4th S) and audit areas should be established by natural work groups and teams in both manufacturing and the office.    
  • It is suggested that 5S office guidelines be developed for each organization. Office areas, unlike manufacturing areas, can be categorized into basically one group. The organization should create common 5S job instructions (part of the 4th S) that define the organization's office 5S expectations. Some examples are shown below.
  Typical 5S Office Guidelines
  • A typical 5S scoring guideline sheet is shown below for the first 3S's (Electronic copies of all 5S guidelines, scoring, and grading charts are available upon request at kelly@wcmfg.com).
5S Scoring
  • It should be noted that there are special 5S audit circumstances for safety violations. First, the "S" that the safety violation is covered by gets a score of a "zero." Typically these are 2nd S violations. The audit team must immediately notify the responsible supervisor and the safety violation must be corrected immediately. The audit must confirm the correction (the score does not change after correction).    
  • A typical 5S grading sheet is shown below. Note that as important as the score is, comments on what needs to improved to achieve a score of 5.0 must be also be included.
5S Audit Grading
  • In the beginning, we believe audit scores should be posted (high to low) in a very visible area of the organization so everyone can see how the organization is doing. The high scores and the 5S activities, in general, should be one topic in the organization's monthly "all hands" meeting.
  • Over time, the business will develop its own 5S expertise when new 5S safety, organizing methods, clean up techniques, and other 5S methods are established. Audit procedures and scoring should be adjusted to these developments, thus raising the bar to the new baseline.
  • One of the required measures for the success of your audits and 5S implementation in general includes never having to clean up in advance of customer or other special company visitors. Always being "tour" or "visit" ready is an important 5S measure.

Free Lean Webinars

Archived on Our Website
All of our previous webinars can be viewed with Windows Media Player using the links below, or visit our website at http://wcmfg.com/Webinars.html

Lean Administration - Advanced

Introduction to Policy Deployment & Lean Implementation Planning (2 Hour Version)

How to Handle Difficult Team Members

How to Prevent Lean Implementation Failures - 10 Reasons Why Failures Occur

Accounting for Lean - What Operations Needs to Know

Considerations & Guidelines for Starting a TPM Implementation

Kaizen Event Preparation

The Basics of Problem Solving

Calculating Kanban Quantities and Sizes

Introduction to Lean Supplier Development

Business Strategies for Competing in the Global Economy for Small and Medium Size (SMMs) Companies

Dealing with Resistance to Lean at the Supervisory and Middle Management Levels

Introduction To Setup Reduction

How Lean and Six Sigma Work Together

Standard Work

Introduction to A3 Problem Solving

Optimizing Your 5S Implementation - Some Considerations

Developing a Lean Culture - An Elements Checklist

Leading Organizational Change - The Five Prerequisites

Larry Rubrich
WCM Associates LLC
2010 WCM Associates
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