Criterion I: Mature state of proactive optimization
This is the highest level of 5S management—the system has been internalized into the organizational capacity. The environment not only maintains high - frequency cleanliness but also makes dirt "have no chance to be generated" through proactive anti - soiling design: Equipment is equipped with sealing devices to prevent oil leakage; the operation area is separated into a dust area and an operation area by isolation curtains; the ground is made of anti - soiling materials and "debris - free areas" are marked. The benchmarks for all links cover the entire process (from "checking the seals every 2 hours" for daily equipment maintenance to "cleaning up the drips immediately after the operation" for personnel operation). Employees don't need to put in extra effort and can maintain order just by habit. There is no scene of people frantically looking for tools in the workshop, and every item is in "its proper place". The whole space presents an efficient and dynamic atmosphere, as the time waste caused by chaos has been completely eliminated.
Criterion II: Advanced state of structured management
Management has shifted from "passive cleaning" to "structured control". The accuracy of sorting and organizing has reached a certain level: the error of tools being put back in place does not exceed 5 centimeters (for example, the wrench is fixedly hung on the magnetic rack numbered "W - 03"), and unnecessary items have been removed from the site. There are clear rules for materials management and cleaning: maintenance consumables are managed by "color - coded cards + transparent boxes" (green indicates sufficient inventory, and red triggers replenishment). The cleaning standards are refined to details such as "clean the equipment gaps with a toothbrush" and "vacuum the floor once a week". The hard - to - clean areas (such as the bottom of equipment and pipe corners) have been renovated - additional oil pans are added to collect leaked substances, and pull - out dust covers are installed on the equipment. Employees will actively maintain order: when they see that the materials exceed the quota (for example, the screws on the shelf pile up above the label line), they will return them to the warehouse immediately. The floor remains continuously clean, and only 10 minutes of "micro - maintenance" per day is needed to maintain the state.
Criterion III: Implementation status of basic norms
The "minimum requirements" of 5S have been met, but implementation still needs to be strengthened.- Sorting and straightening have reached the standard: There are no "long - unused items" in the work area (for example, there are only 3 documents of the current project on the office desk), and tools are hung on the hooks as required (although the labels are hand - written, the positions are fixed).- Cleaning has become normalized: There is a fixed schedule (cleaning for 10 minutes before getting off work every day), and the cleaning objects are clear (windows are cleaned every Friday, and equipment is cleaned before work every day). Employees have started to "notice dirt" - for example, when seeing a piece of paper on the ground, they will stop and say "It's time to sweep here", but they occasionally need a reminder to take action.- The benchmark system has been initially established: There are sorting rules such as "cleaning up idle items every Friday" and cleaning standards like "no visible garbage on the ground", but there are "minor deviations" in implementation - for example, tools are occasionally placed on the wrong hooks, but the mistake can be corrected within 5 minutes. The items on the shelves are "roughly labeled" (for example, a sticky note says "resistors" but the quantity is not marked), and the efficiency of material retrieval and storage has increased by 30% compared with before.
Criterion IV: Initial exploration state
The implementation of 5S has just "taken the first step". Although the framework is in place, the details are not yet perfect. There are basic guidelines and partial actions: The goal of "creating an orderly office area" has been set, starting with "organizing public spaces". In the meeting room, the middle area of the tables has been cleared, and shared file boxes have been placed. Some rules have been implemented: Necessary and non - necessary items have been distinguished (the "pending area" in the warehouse is separated by a fence), and there is no garbage in the passages and on the floors (though there is a small amount of dust). A "shared space" has been created on the desks (for example, green plants and file racks are placed in the middle of the office desks). There are obvious areas for improvement: There are "mysterious items" on the shelves (for example, a box full of parts, and no one can tell what they are for). The rectification work is only "half - done" (for example, there are still 3 grids on the tool rack that haven't been organized). There is a cleaning schedule (the passages are to be cleaned every Wednesday afternoon), but the implementation is uneven. The passages were cleaned last Wednesday, but this week it was forgotten. Employees' understanding of 5S remains at "cleaning up", but they can say that "organizing means 'throwing away things that are not needed'".
Criterion V: A completely disordered initial state
In a "three-no state" of no management, no rules, and no action. The environment is chaotic: Items are placed "wherever one wants" - parts are piled up beside the passageways, materials are placed outside the demarcated areas, and needed and unneeded items are mixed together (last year's old materials and this year's new materials are piled up in mountains in the warehouse); dirt and mess are everywhere: There is dust and metal chips on the floor surface, and leftover takeaway boxes are piled up in the corners of the workshop; There are "equipment that hasn't been used for three years" in the warehouse, and the weeds around the building grow as high as the knees; It is just for show or not even started: Even if "cleaning" has been done, it's just for the sake of it - for example, the floor was swept last week, but it's full of garbage again this week; Employees have no awareness of 5S and think that "it doesn't matter if it's a bit messy as long as things can be found"; The efficiency of the entire space is extremely low: It takes 15 minutes to find a tool, half of the passageways in the workshop are blocked by materials, and every day, employees almost fall because they "step on large pieces of garbage".