10 Ways to Use Magnetic Numbers and Letter Tiles in a Business or Warehouse

magnetic numbers and letters

Magnetic numbers and letters are a versatile and useful tool in warehouses and businesses of all sizes and industries. The magnetic characters can be used to label, organize, display, and communicate important information in a variety of settings.

You can find magnetic letters and numbers in our product catalog here as a PDF file.

Here are 10 ways businesses can use magnetic numbers and letters:

  1. Labeling file cabinets and metal surfaces: Magnetic numbers and letters make it easy to label file cabinets, metal doors, and other surfaces in an office setting. This helps keep important documents and information organized and accessible.
  2. Making custom signs: Magnetic numbers and letters can be used to create reusable signs to communicate directions, messages or other business communication. This allows businesses to change the message quickly and easily.
  3. Creating reusable educational tools: Company trainers can use magnetic words and letters to create reusable educational tools and to annote maps or sketches on a magnetic whiteboard. This is a cost-effective and eco-friendly alternative to traditional paper-based materials.
  4. Labeling tools and equipment: Businesses that have a lot of tools and equipment can use magnetic numbers and letters to label and keep track of their inventory. This helps prevent loss and theft, and makes it easier to locate items when they are needed.
  5. Magnetic boards: Businesses can use the magnetic characters on magnetic boards for quick messages or changeable directives.
  6. Making reusable menu boards or schedules: Magnetic words and numbers can be used to create removable menu boards or schedules. This allows them to change the menu or schedule quickly and easily, without having to replace the entire board. Use them in restaurants or commissaries and warehouses and staff or crew rooms.
  7. Personalize locker and fridge doors: Businesses can use magnetic words and letters to personalize locker and fridge doors in break rooms, locker rooms, or other common areas. 
  8. Inventory locations: Use them for inventory locations or product markers on racking and shelving.
  9. Identify objects in a workshop or factory: Businesses that operate workshops or factories can use magnetic words and letters to identify objects, machines, and areas. This helps prevent accidents and improves efficiency.
  10. Messaging on any metal surface: Magnetic numbers and letters can be used to create any message on a metallic surface that supports the use of a magnet. This is a convenient way to keep important information in plain sight and easily accessible.

    In conclusion, magnetic words and letters are a versatile and cost-effective tool that can be used in a variety of ways to support the needs of businesses. Whether you’re looking to label and organize, display important information, or create educational tools, magnetic numbers and letters can help you get the job done.

    Purchase magnetic letter and number die-cut sheets from Lean Inc., which operates this warehouse supply store.


    Want to become a distributor and resell Beaverswood and Brandsafe products? Click here

    Or contact Ted Gallardo at [email protected] or call 1-888-310-0008 x2 for further information and to discuss becoming a distributor for our branded product lines.

    Sustain, or Self-Discipline: The Final and Critical Step in the 5S Methodology

    5S sustain

    Sustain is the final step in the 5S methodology. It connects all the steps of the 5S system to maximize potential and efficiency. Here is a more in-depth look at this distinction:


    Sustain, which is sometimes labeled Sustained Discipline or Self-Discipline, is derived from the Japanese word Shitsuke (躾). The objective of this step is for Sort, Set in Order, Shine, and Standardize to be continuously practiced within the organization. This ensures the company maintains benefits from all 5S steps. 

    This step’s success comes from developed habits. Repeat a task or process often, and it becomes automatic behavior. In the 5S system, this is achieved through ongoing observation, training, and evaluation. The goal is for the system to become autonomous. The problem is this is not always easily or instantly achieved. 


    Training is a crucial part of the Sustain step in the 5S system. Supervisors and managers should ensure employees are receiving continuous training, especially when processes change or evolve. Employees, too, have to take the initiative. It is up to them to ensure they are comfortable with their training and vigilant about completing set tasks.

    Management and employees together have responsibility for the Sustain step. The key is for management to continuously communicate to ensure the 5S process is fulfilled. Regular inspections can help support and enforce the standards.

    Training of new employees in the 5S system ensures that standards are followed among recruits from their first day on the job. Existing employees benefit from a training program when it is first established and then regular refresher training and updates to any procedures, as needed.


    In the Sustain step, managers are responsible for:

    • Setting standards and processes, including task lists and schedules for the previous 5S steps.
    • Introducing an audit process for 5S tasks.
    • Create training and certification.
    • Inspecting and enforcing 5S processes as workers learn new procedures.
    • Provide resources, including racks, cleaning supplies, repairs, signage, storage areas, and time allocated for cleaning.
    • Communicating the 5S message.
    • Encouraging continuous improvement by soliciting employee suggestions.
    • Schedule family visitor days to engage employee pride.


    Employees are responsible for the following in the Sustain step:

    • Complete tasks as set out by their 5S training.
    • Help each other by visually inspecting each others’ work areas and providing support to each other in following procedures and assisting co-workers where it provides value.
    • Completing all processes and looking to make continuous improvements.
    • Participating and encouraging their work team and fellow employees.
    • Having pride in their work areas and owning the overall accomplishments achieved by following the 5S processes

    Through these actions and responsibilities, the 5S processes become a habitual behavior. AS a result, benefits gained in each 5S step are maintained. Dedication to the process from all parties will help realize the Sustain step and the 5S methodology at work.


    Here are some more helpful links to help you learn about the 5S Methodology:

    Standardize: The Fourth Step in the 5S Methodology

    5s standardize

    Standardize is the fourth step in the 5S methodology. It relates to the standardization of the first three processes in the 5S system – Sort, Set in Order, and Shine. Here is a closer look at the Standardize distinction.


    Standardize is derived from the Japanese word Seiketsu (清潔). The purpose of the Standardize step is to obtain the benefit of practicing Seiri (Sort), Seiton (Set in order), and Seiso (Shine) continuously. 

    In the 5S methodology, Standardize is the process of implementing the first three steps across all departments of an organization or business. And then, conform to a standard that is consistent throughout. 

    Like the first three steps, standardization is an ongoing process that requires the involvement of all employees to be successful. One way to encourage employee involvement is to create a 5S committee to manage and support the system. The committee should consist of leaders from different work areas so that all parts of the company are well represented. 


    The 5S committee should start by meeting to discuss standardization processes. Working together, 5S leaders and other employees should establish an initial list of company-wide standards. Managers from different work areas should then have the chance to review and approve the suggestions. Once they are approved, the processes should be applied to the workplace. 

    New processes must be shared with employees and posted in designated areas around the facility. A great way to communicate these changes is through visuals, such as signage or color-coding. 

    Visuals convey information quickly and make it easier for employees to familiarize themselves with new standards and practices. However, employee training should also be provided on any changes to the current system.

    Finally, the standards must be maintained, evaluated regularly, and kept up-to-date. Be sure to schedule meetings with all stakeholders to review the system. It is essential to pay attention to redundancies and eliminate unnecessary processes. Additionally, because the Standardize step is an application of the first three steps in the 5S system, each step should also be evaluated individually. This provides a full understanding of standardization needs. 


    Here are some benefits of the Standardize process from the 5S methodology:

    • Consistency across all branches of the operation. 
    • Minimizes guesswork. When there is consistency, companies know what to expect and are more prepared to handle problems as they arise. 
    • Ensures that the company continuously reaps the benefits of sorting, order, and cleanliness.
    • Improvement in Morale. Employee input is always considered in all processes of the 5S system. This process demonstrates that the company values and respects worker opinions. 
    • Encourages accountability. Roles and responsibilities are clearly defined. Employees are well-trained and understand what is expected of them. 


    Standardization encourages consistency, but consistency does not mean all processes should be the same. In the 5S system, processes are designed to improve productivity and efficiency. If the system is adapted to achieve these goals, then the standards should be adjusted as well. Standarize is never a static process. It must be flexible and evolve accordingly. 


    The fifth step in the 5S methodology is Sustain. What’s happening on this websiteJACOB in Glenshaw, Pennsylvania bought Manual Pallet Jack Replacement Wheels about 5 hours ago Open related page
    by Fomo.com


    Here are some more helpful links to help you learn about the 5S Methodology:

    Shine: The Third Step in the 5S Methodology

    5s shine

    Shine is the third and often undervalued step in the 5S methodology. It relates to cleanliness and the absence of unnecessary dirt and debris.  Shine is a crucial part of Lean Management. Here is a look at how to implement the distinction in the workplace.


    Shine is derived from the Japanese word Seiso (清掃). All materials, including equipment, tools and supplies, and work-related objects, should be examined and cleaned in this third step. 

    Shine is the process of cleaning and maintaining all aspects of the work environment. The work environment should be free of dirt, debris, and other types of contaminants. Reducing or eliminating mess ensures that the work environment is as safe as possible. It allows for machinery and workers to operate productively and efficiently. 

    Implementing Shine in the workplace is more than merely sweeping up dirt or mopping up a spill. It is an ongoing process that requires the foresight and vigilance of all staff. Employees need to understand what to clean, how to clean it, and how often. It is the natural progression that follows Sort, the removal of unnecessary items, and Set in order, the careful organization of the items that are necessary.

    As with Sort and Set in order, Shine needs to be performed by the staff that works in the area. If the workers that create the mess are also responsible for cleaning up, the associates will start to show a different appreciation for the workplace. After all, we spend at least a third of our lives at work, why wouldn’t we want to work in an uncluttered, organized and clean environment?


    To begin, identify and assess the work area. Define what the area looks like in its clean state and document it for comparison. Taking pictures is an excellent way to do this. It establishes a standard and makes it easier to notice when something has changed. 

    Next, determine what messes are likely to happen and how to prevent them or react if they do happen. Equip work areas so that handling messes is simple. They should be fully stocked with appropriate cleaning supplies to clean them up. 

    Train employees so they understand expectations around cleaning. Establish cleaning duties and define roles. Both checklists and schedules can support this. Checklists should be easy to follow and written so essential steps are clear. Schedules help identify what needs to be cleaned, when, how often, and by whom. These assign clear roles for employees and establish a productive cleaning routine. 

    Establish the cleaning routine, then maintain and evaluated it. Employees need to understand what is working, what is not, and what can be done to improve the system. The cleaning system can then be adjusted accordingly. 

    Employees who are responsible for shining their workplace take responsibility for not messing it up in the first place. If the schedule rotates through all employees, everyone is vigilant to ensure they are not creating unnecessary work for their colleagues to clean up. Their colleagues, it is hoped, will do the same for them.


    Here are some benefits of the Shine process from the 5S methodology:

    • Improve safety. 
    • Reduce risks, injury, and worker compensation costs. 
    • Diagnose cleanliness issues proactively. 
    • Increase worker productivity by ensuring that there are no obstacles to efficient work processes.
    • Reduce manufacturing and maintenance costs. Regular cleaning keeps machines in working order, so they do not need to be fixed or replaced as frequently. 
    • Limit exposure to potential health hazards. 
    • Eliminate unnecessary clutter and waste, which frees up space for other work-related use. 
    • Creates accountability for the cleanliness of the workplace and ensures a 5S culture among the team members.


    The Shine step is an active process. Clean workspaces so that a mess doesn’t become a burden. The Shine step in 5S is designed as a preventative measure that is both active and anticipatory and not reactive. 

    Regardless of the job, a messy workspace causes unnecessary stress. It is distracting; it can be unhealthy and can affect productivity and efficiency. So employees must be diligent when performing and evaluating the Shine step to ensure that a workspace is clean and well maintained. 


    Read about Standardize: The fourth step in the 5S methodology 


    Here are some more helpful links to help you learn about the 5S Methodology:

    Set: The Second Step in the 5S Methodology

    5S set in place

    Set, Set in Place, or Set in Order, is the second step in the 5S methodology. It relates to orderliness, sequence, and placement of objects in a logical position.  Here is a deeper dive into this second 5S distinction.


    Set in Order is derived from Seiton (整頓), which means “proper arrangement”. All materials, including equipment, tools and supplies, and as well as all work-related objects should be placed at optimal locations for ease of access by workers in a production environment. 

    The objective in the Set in Order step is to be able to lay your hands on any given item, required for work or production, quickly and with ease. Everything should be stored for convenient access. 


    In a workspace, everything has a place and everything is in its place with a designation and an indication. What this means is, if you have already completed the Sort process, where you have eliminated the items that are surplus and not needed, then what is left over is only the necessary items for the work at hand. Each necessary item will, therefore, be given a place, designated by a shadow, a cut-out or a taped off area that is roughly the same size as the object you are storing. Next to the designated area, there will be an indication. such as a label, that will the person working there where the item goes.


    Store tools and materials where they will be used and not far away from the workers that will be using them. The more often an object is used, the closer it should be placed to where it will be used. Conversely rarely used tools and materials should be positioned or stored further away from the work environment. This reduces clutter and increases ease of movement for the most frequent tasks. 

    Create ease of access. The path to an object should be unobstructed and logical. Eliminate the need for a worker to bend, stretch, overextend or overexert themselves unnecessarily to retrieve an item. 

    If an object is heavy, it should be placed where a worker will not need to twist, maneuver or change direction when handling it. Pathways should also be straight, smooth easy to navigate and clear.


    Define three zones for storage: 

    • FREQUENTLY USED: Put the frequently-used tools and materials right on or at the workbench and ensure they are easy to reach and highly visible (lighting is important here). They should also be easy to return to their spot when no longer needed.
    • DAILY OR MONTHLY USAGE: Tools and materials that are only needed on occasion like daily, weekly or monthly can be kept in a location nearby, but not in the way. Racks are useful for this strategy, where tools are well labeled. Storage cabinets can also be used, but they should be visible from a workstation in a production environment.
    • RARELY USED: Store rarely used tools, parts, and materials away from the shop floor, perhaps in a well-organized storeroom. Use racks and cabinets with clear labels.


    When evaluating the placement of tools and materials consider the production sequence. This will suggest where the logical position should be for any given tool or item. Frequency of use can dictate proximity. Bulk and shape will also suggest proximity. A hand tool should be stored above the worker’s waist. A large tool or object can be mounted or placed nearby if used frequently. There should be an easy interplay when a worker switches from one object to another for a task at hand or a sequenced task. All this will lend itself to the logical and efficient placement of items used.  


    When the Set step in the 5S methodology is done well, it will result in an organized workflow. Time is reduced in production. Tasks flow into each other. Flow is the objective. What comes out of this process is a new sense of efficiency and ease in which work can be completed. It also reduces stress for workers, provides for a safer workplace, and produces maximum efficiency


    After Set, Shine is the third step in the 5S methodology.What’s happening on this websiteJoe in Manteca, California bought Dock Gap Guard – Pair Open related page
    by Fomo.com


    Here are some more helpful links to help you learn about the 5S Methodology: