Lean for Apparel Industry - Part 1 Page 1 of 7

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10 Principles for implementing 5S

1. Never let the 5S process itself become the goal.
Keep in mind your true goal is achieving business
excellence.
2. To keep your process from getting bogged down,
first get rid of all excess work in progress. If you
setup and maintain a cellular concept flow will be
created.
3. Consider excess inventory as a major unneeded
item to target.
4. Everyone needs to be responsible for picking up
“waste” including top management – no
observers\no delegation – you do it first.
5. Clerical & administrative departments should also
be setup in U shaped cells to provide observable
5S example.
6. No “no man’s land” within the premises.
7. Continued commitment & support from the top
management to follow PDCA.
8. All employees must be trained – human knowledge
appreciates.
9. Set KPI’s & include 5S to performance evaluating
criteria. Concrete headed people to be exposed,
others rewarded – stress individual participation.
10. Never Ever Walk by an Unsafe Act or Condition.

Challenge1 – Sort – “Seiri”

Objective:- Identify and collate unwanted items,
activities and Thoughts(ATTRACT)
Question:- What “SORT” of actions we need?
Actions:-
• Red Tagging – every red tag has a
why? Why? Analysis
• Quarantine Area for Red Tagged
items
• Form Team Based Work Groups
• Financially cumulating the value of
the items in Red tag area
• Disposal Policy & Scrap sales
• Lay the foundation for PROCESS
MAPPING to get rid of unwanted
activities
• ECRS ( eliminate, combine,
rearrange, Separate)
• Identify Losses & DT’s
• Pick and Choose Supportive Tools
• Identify “Loss Based” Skill Will
Matrix – ETHOS Pillar
• Training Plan on the philosophy
• Untapped human Potential

Why do unnecessary items accumulate?

1. Sudden changes in the sales, production plan
2. Excessive ordering
3. Incorrect ordering
4. Lack of quality control
5. Lack of quantity control
6. Improper storage locations & methods
7. Duplicated ordering & delivering
8. Aged, obsolete equipment, material, methods
9. Improper handling – Forced deterioration
10. Uncontrolled growth

Challenge2 – Set In Order – “Seiton”

Objective:- Locate a specific place for a specific item
with the specific quantity, near to the place where
it’s needed – improved material & information flow
(DEVELOP)

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Question:- What actions should “SET IN”?

Actions:-
• Team based work groups
“engage” in counter measures for
the identified opportunities from the
Process Map
• Start analyzing the Material and
Information flow - VSM
• Set in order the standards of the
admin areas
• Set in order the standards of the
processes – min\max, TIMWOOD
• Set in order the standards for the
people
• Set in order a Visual factory to
surface problems
• Quick Change Over story boards
• Create OPL’s for training on the
set in standards
• Build Upon the Culture of Problem
Solving – Why? Why?, plans to train
every one on problem solving tools
• Assessment team with a “How
can I help you?” mindset
• Set in order a system to prevent
SEIRI.
7 Seiton Principles
1. Follow the FIFO method for material
2. Assign each item a dedicated location
3. All items & their locations should be identified by
systematic labeling
4. Place items so that they are visible to minimize
searching time(frequently used, sometimes used,
not used but must be kept)
5. Place items so that agronomical conditions are
addressed and can be handled easily
6. Separate “Exclusive” from common
7. Arrange the work place to cater flow – “Flow when
you can, Pull when you can’t”

Challenge3 – Shine – “Seiso”

Objective:- Cleaning\Continuous Inspection with a
Meaning(ENGAGE)
Question:- How to “Shine”?
Actions:-
• Cross check OPL’s, continue
creating the OPLs
• Establish Standards for CLIT
• Train team members on using the
5 Senses
• Provide specific tools for specified
cleanings
• Establish cleaning schedules
• Address points of contamination –
Error proofing
• Enable hard to access areas
• Fuguai Tagging system
• Slowly build in The JH Pillar of
TPM
• TPM Story Board
• PM:AM ratio
• Lay the foundation for KK Pillar –
PDCA
• “Don’t Clean Keep it Clean”
Culture
• “I run, I Maintain” attitude
• Start training team members
according to the skill matrix
• Seiton Preventions, kaizens

Challenge4 – Standardize – “Seiketsu”

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Objective:- Consolidate Efforts, Set platform for

Raising Kaizens(ENGAGE)
Question:- What should be the standard?
Actions:-
• Establish the agreed upon best
method
• Auditing & training to meet
standard work
• Establish SOPs
• Establish revised KPI’s, targets
for those who achieved
• Start job rotation to pre-condition
team members mindset, multi
skilling – kick off E&T Pillar
aggressively
• Standards to reduce cost
• “I run I maintain” attitude to “We
run We maintain”
• Turn most visual displays to
visual management
• Platform to Error proof, innovate
• Establish Early Management
System to prevent shine
• “Never, ever walk by an Unsafe
Act”
• Establish the Lean Org Structure
to support VA layer

Challenge5 – Sustain – “Shitsuke”

Objective:- INSPIRE
Actions:-
• Establish the human system
model for the plant
• Servant Leadership
• Aggressive catch ball on the
Hoshin – Bottom up
• Elements of coaching and Job
Instruction training for new
employees to shorten the mindset
change
• One system, one voice, one
company, one vision

To be continued………….

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