5S (Five S) is a workplace organization method that uses a list of five Japanese words: seiri (整理), seiton (整頓), seisō (清掃), seiketsu (清潔), and shitsuke (躾). These have been translated[by whom?] as 'sort', 'set in order', 'shine', 'standardize', and 'sustain'.[1] The list describes how to organize a work space for efficiency and effectiveness by identifying and sorting the items used, maintaining the area and items, and sustaining the new organizational system. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.
5S methodology5S resource corner at Scanfil Poland factory in Sieradz
In some quarters, 5S has become 6S, the sixth element being safety (safe).[2]
Other than a specific stand-alone methodology, 5S is frequently viewed as an element of a broader construct known as visual control,[3]visual workplace,[4] or visual factory.[5][6] Under those (and similar) terminologies, Western companies were applying underlying concepts of 5S before publication, in English, of the formal 5S methodology. For example, a workplace-organization photo from Tennant Company (a Minneapolis-based manufacturer) quite similar to the one accompanying this article appeared in a manufacturing-management book in 1986.[7]
5S was developed in Japan and was identified as one of the techniques that enabled just-in-time manufacturing.[8]
Two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Takahashi and Osada, the other by Hiroyuki Hirano.[9][10]
Hirano provided a structure to improve programs with a series of identifiable steps, each building on its predecessor.
There are five 5S phases. They can be translated to English as 'sort', 'set in order', 'shine', 'standardize', and 'sustain'. Other translations are possible.
1S – a red tag area containing items awaiting removal
Seiri is sorting through all items in a location and removing all unnecessary items from the location.
Goals:
Reduce time loss looking for an item by reducing the number of unnecessary items.
Reduce the chance of distraction by unnecessary items.
Simplify inspection.
Increase the amount of available, useful space.
Increase safety by eliminating obstacles.
Implementation:
Check all items in a location and evaluate whether or not their presence at the location is useful or necessary.
Remove unnecessary items as soon as possible. Place those that cannot be removed immediately in a 'red tag area' so that they are easy to remove later on.
Keep the working floor clear of materials except for those that are in use for production.
Arrange work stations in such a way that all tooling/equipment is in close proximity, in an easy to reach spot and in a logical order adapted to the work performed. Place components according to their uses, with the frequently used components being nearest to the workplace.
Arrange all necessary items so that they can be easily selected for use. Make it easy to find and pick up necessary items.
Assign fixed locations for items. Use clear labels, marks or hints so that items are easy to return to the correct location and so that it is easy to spot missing items.
Shadow board (with tools' outlines) and worker's movement that is being used in production floor
Shitsuke or sustain is the developed processes by self-discipline of the workers. Also translates as "do without being told".
Goal:
Ensure that the 5S approach is followed.
Implementation:
Organize training sessions.
Example of 5s audit checklist Perform regular audits using 5s audit checklist[1] to ensure that all defined standards are being implemented and followed.
Implement improvements whenever possible. Worker inputs can be very valuable for identifying improvements.
The 6S methodology represents an advanced form of the 5S methodology, incorporating Safety as a key element.[12] This change positions Safety at the forefront, stressing its critical role in operational settings. Safety's integration fundamentally alters the approach to organizing workplaces, ensuring that safety considerations are integral from the outset. The 6S model promotes a comprehensive strategy where safety and operational processes are interlinked and equally important.[13] This adaptation underscores the importance of active hazard prevention and a robust safety culture in improving overall workplace efficiency and employee health. To successfully implement the 6S Lean method in your workplace, you'll require:[14]
A deep understanding and prior experience with the 5S methodology.
A mechanism for hazard identification and reporting.
Industry-specific safety training for heightened safety awareness.
A commitment to conduct regular discussions with employees about the principles and practices of 5S/6S.
Endorsement and continuous support from senior management, including the allocation of necessary resources.
5S methodology has expanded from manufacturing and is now being applied to a wide variety of industries including health care, education, and government. Visual management and 5S can be particularly beneficial in health care because a frantic search for supplies to treat an in-trouble patient (a chronic problem in health care) can have dire consequences.[15]
Although the origins of the 5S methodology are in manufacturing,[16] it can also be applied to knowledge economy work, with information, software, or media in the place of physical product.
The output of engineering and design in a lean enterprise is information, the theory behind using 5S here is "Dirty, cluttered, or damaged surfaces attract the eye, which spends a fraction of a second trying to pull useful information from them every time we glance past. Old equipment hides the new equipment from the eye and forces people to ask which to use".[17]
^Gapp, R., Fisher, R., Kobayashi, K. 2008. Implementing 5S within a Japanese Context: An Integrated Management System, Management Decision. 46(4): 565-579.
^Ortiz, Chris A. and Park, Murry. 2010. Visual Controls: Applying Visual Management to the Factory. New York: Productivity Press.
^Ward, Allen (March 2014). Lean Product and Process Development (2nd ed.). Cambridge, Massachusetts: Lean Enterprise Institute. p. 215. ISBN978-1-934109-43-4.
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