What is 5S?

5S is the name of a workplace organization method that uses a list of five

Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated into
Roman script, they all start with the letter "S". The list describes how to
organize a work space for efficiency and effectiveness by identifying and
storing the items used, maintaining the area and items, and sustaining the
new order.[2] The decision-making process usually comes from a dialogue
about standardization, which builds understanding among employees of how
they should do the work.
Japanese to English terms:
Seiri - sort
Seiton set in order
Seiso shine (Cleanliness)
Seiketsu - Standardization
Shitsuke- sustain

If you are sitting there wondering what is 5s or what makes up the elements of 5s, don't
fret, I will explain each in detail below:

What is 5S: Sort

Sort is the identification of the most successful physical organization of the workplace.
It has been variously defined as Sort, Systematization or Simplify. It is the series of
steps by which we identify things which are being held in the workplace when they
shouldn't, or are being held in the wrong place. Put simply, we may identify a large area

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devoted to tools or gauges, some of which are needed regularly and some used
infrequently. This brings all sorts of problems, including:
Operators unable to find the item they need, being unable to see wood for
trees. The time spent searching is a waste and if we only held the items
needed regularly in a prominent position we would save time.
Quality issues when gauges are not calibrated on time because too many are
held.
Safety issues when people fall over things.
Lockers and racking cluttering the workplace making it hard to move around
or to see each other and communicate.
We have to eliminate excess materials and (work-in-process), WIP. We should
d see inventory and WIP reduction as part of the implementation of the lean approach
or as an element of 5S. Excess materials and inventory, are in fact, wastes. The answer
is that keeping inventory and WIP to a minimum is simply a good practice using
common sense.
The major element of Sort is simply a critical, objective look at the area. Involving crossfunctional teams, or looking at each other's areas, is the first step. People tend to be
blind to failings in their own work place and a fresh pair of eyes are useful.
Another element of the standard approach is 'red tagging' where items are given a tag
which says what the item is, which location it is in, and when it was identified in this
location. We then leave the area for a while and anybody using the item notes this. We
go back some time later and can readily identify things that haven't moved, or been
used. Items which have not been used can then potentially be disposed of in that area.
As a first pass we should perhaps create a quarantine area before throwing items away,
selling them or reworking them into something else. Other items may be deemed
necessary, but used infrequently and so an alternative location can be found. If the
operator needs a particular tool only once or twice a month then a short walk is not a
problem, especially if the space saved on the workbench helps to make the workplace
more productive, or helps address quality issues.

What is 5S: Set in order

Setting is the series of steps by which the optimum organization identified in the first
pillar, sort, and are put into place. The standard translation is orderliness, set in order,
straighten and standardization. The sorting out process is essentially a continuation of
that described in the Set phase. Removing items to be discarded or held in an
alternative location will create space. This space will be visible and facilitate the
alternative layout of the area.
In some cases, of course, we are talking about what a fitter will have on his bench, or in
racks alongside the bench. In other cases, we may be considering where we should
locate a piece of equipment, for example, we may relocate a coin press to enable items
to be completed in one work area rather than requiring a significant movement down
the shop.
This is something which we also undertake when adopting cellular manufacturing. We
then look at how we can restructure the work content so that certain operations can be
carried out within the cycle of others: for example, we may carry out a trimming
operation on a steel component while the press which produced it is busy creating the
next one.
Standardization includes all the elements of setting out a consistent way of doing
things. This includes standard manufacturing methodologies, standard equipment and
tooling, component rationalization, drawing standardization, consistency in the
documentation which accompanies work, design for manufacture (or concurrent

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engineering) and standardization in the clerical processes which deliver work to the
shop floor and track its progress.
All of this could be said to be part of a basic Total Quality approach. The standard ways
of doing things should include error-proofing all areas in the workplace.

What is 5S: Shine

Shine, sweeping or cleanliness are addressed in this phase. The principle here is that
we are all happier and hence more productive in clean, bright environments. There is a
more practical element in that if everything is clean it is immediately ready for use.
We would not want a precision product to be adjusted by a spanner that is covered in
grease which may get into some pneumatic or hydraulic fittings. We would not wish to
compromise a PCB assembly by metallic dust picked up from an unclean work surface.
Other issues are health and safety (perhaps slipping in a puddle of oil, shavings blowing
into people's eyes) and machine tools damaged by coolant contaminated by grease and
dust.
The task is to establish the maintenance of a clean environment as an ongoing,
continuous program. Sometime should be set aside for cleaning each day, or each shift.
(An operator cleaning and lubricating his machine tool, will spot worn or damaged
components in advance of problems occurring during production.)
Cleaning is a big part of preventive maintenance (PM). Cleaning critical components of a
piece of equipment is already one element of the activities carried out under the PM
banner.
The implementation of Shine revolves around two main elements. First, this identifies
who is responsible for which areas. Secondly, is the schedule, which says who does
what at which times and on which days. Some of these happen before a shift begins,
some during the shift and some at the end. Again, this is very reminiscent of what we
do when adopting PM.
The goal is to minimize the downtime needed to keep the facilities clean.
All operators must make sure that the equipment needed to clean is always available,
always ready for use. The excellent parallel to this is set-up reduction. We are talking
about simply using common sense. We do not wish to allocate 5 minutes for a bed to be
swept on a piece of grinding equipment if the operator is going to spend 4 minutes
finding his brush.

What is 5S: Standardization

Standardization can be the thought of as the means by which we maintain the first
three 5S concepts. There is a danger in any improvement activity that once the focus is
removed and another top priority arises, things go back to the way they were before
(the informal system). To prevent a relapse to informal pre-5S, set a schedule by which
all the elements are revisited on a regular basis. Focus on controlling 5S and
maintaining it continuously.
Continue to red tag the areas, involving people from other departments of the business
for a check and balance system. This will identify where standards have slipped. We
cant let them slip after the implementation of this formal system! Review all areas
monthly or quarterly to insure %S is being properly maintained and discipline is still in
place.
A checklist can be implemented whereby the external visitors can mark the area on a
number of key criteria defined at the outset of the program. Are the storage areas still
clearly defined? Does the tool rack still have clear outlines or profiles for each tool to be
stored in it? Does the area meet the general standards of cleanliness?

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What is 5S: Sustain

The final stage of sustain is discipline. Sustain means a formal, rigorous review program
to ensure that the benefits of the approach are maintained.
We have to make people want to keep applying good practice in shop organization and
housekeeping. In this sense, discipline is perhaps an unfortunate term as it implies
people forced to do something, with consequent penalties if they do not. If this must be
done to sustain 5S, we have to do it after implementation.
There are a number of elements to any ongoing improvement activity in any business.
Of course, each organization varies with the history and culture of that organization.
The key points are:
Communication. We need people to be aware of what we are trying to
achieve, and why.
Education. They need to understand the concepts and the individual
techniques.
Rewards and Recognition. People need to feel that their efforts are
recognized. Whether the reward is a senior manager walking past and saying
"that's very good, well done" or some form of award (financial gain, prize or
formal presentation of a certificate) depends on the organization.
Time. If we want people to spend five minutes every four hours removing
debris from the floor around their machine we have to make sure that we
allow them this time. We cannot give this as an instruction yet at the same
time push for more time spent achieving productivity targets.
Structure. We need to identify what is to be done, by whom, and ensure that
schedules are updated and clearly visible.

The key benefits of 5S are:

Less Waste (Improved Efficiency)

Reduced Space Used for Storage
Improved Maintenance
Improved Safety
Better, More Committed Employees
Improved Quality

Key Benefits of 5S Process Implementation

Most of the companies today begin their lean improvement by implementing 5S,
which is the Japanese methodology of minimizing errors. It is a good way for these
companies to get familiar with continuous improvement cycles by involving workers
to organize and improve the workplace conditions. The following article highlights
the benefits of 5S process implementation for various growing organizations.
1. Increased Productivity
Every organization works towards achieving increased productivity, after all,
productivity increases the overall return on investment. According to global
research done by various consultancy firms in the US, it has been found that
effective implementation of 5S lean manufacturing resources provides this
improvement.
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The compete removal of unnecessary items along with efficient workplace

maximization is sufficient to help develop improved productivity with minimal
wastage of time. Less time spent searching through unnecessary items means more
time spent working.
2. Improved Safety
Improved safety is yet another benefit of 5S implementation. A clean workplace
environment, especially in a manufacturing unit can result in significant reduction in
the number of injuries sustained by workers. Most often, unattended chemical spills
increase the chances of slips and falls.
Contrary to this, following methodical procedures of cleaning, limits the possibility
of all such unfortunate mishaps. Also, the reduction in unnecessary travel through
the workspace environment further minimizes the risk of sustaining injuries by
limiting exposure to hazardous substances elsewhere in the facility. This in return
functions to increase the moral of employees, as reduced incidents of injuries
convey employers concern for worker safety.

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3. Reduction in Waste
Implementing 5S will also yield a fair reduction in lost and damaged items in the
workplace.
A clear and organized workplace with proper labeling provides workers the flexibility
to replace damaged items in the designated places, thereby minimizing the total
number of misplaced and lost tools and equipment. Further, the appropriate
management of equipment also minimizes damages that are generally caused to
various parts of the products during the production process.

4. Worker Commitment
Achieving worker commitment is one of the major goals of implementing 5S lean
manufacturing training.
This is because the workers would be largely responsible for using it on the ground.
5S emphasizes on worker participation by streamlining their work and allowing
them to provide inputs to make productive changes in the overall design of the
workplace and also to carry out its maintenance tasks.
This encourages worker involvement for long-term workplace sustainability which in
turn enhances their commitment towards work. This improvement also provides
ancillary benefits of lower absenteeism in the workplace.

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