5S (methodology)

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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".[1]
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.
5S methodology.
In some quarters, 5S has become 6S, the sixth element being safety.[3]

Other than a specific stand-alone methodology, 5S is frequently viewed

as an element of a broader construct known as visual control,[4] visual
workplace,[5] or visual factory.[6][7] 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.[8]

Contents
1 The Origins of 5S
2 (The 5 S)
2.1 Sort (Seiri)
2.2 Set In Order (Seiton)
2.3 Shine (Seiso)
2.4 Standardize (Seiketsu) Tools drawer at a 5S working place.
2.5 Sustain (Shitsuke)
3 Variety of 5S Applications
4 5S in Lean Product & Process Development
5 See also
6 External links
7 References

The Origins of 5S
5S was developed in Japan and was identified as one of the techniques
1S – an example of red tag area.
that enabled Just in Time manufacturing.[9]

Two major frameworks for understanding and applying 5S to business

environments have arisen, one proposed by Osada, the other by Hirano.[10][11] Hirano provided a structure to
improve programs with a series of identifiable steps, each building on its predecessor. As noted by John
Bicheno,[12] Toyota's adoption of the Hirano approach was '4S', with Seiton and Seiso combined.
Some claim that the principles of 5S came from Henry Ford, who was
using the CANDO (Cleaning up, Arranging, Neatness, Discipline and
Ongoing improvement) method prior to the development of 5S.[13]

A precursor development to the Japanese system of management was

outlined by Alexey Gastev's development and the Central Institute of
Labour (CIT) in Moscow.[14]

(The 5 S)
2S – simple floor marking.

There are five 5S phases: They can be translated from the Japanese as
"sort", "set in order", "shine", "standardize", and "sustain". Other
translations are possible.

Sort (Seiri)
Make work easier by eliminating obstacles.
Reduce chances of being disturbed with unnecessary items.
Prevent accumulation of unnecessary items.
Evaluate necessary items with regard to cost or other factors.
Remove all parts or tools that are not in use.
Segregate unwanted material from the workplace.
Define Red-Tag area to place unnecessary items that cannot
immediately be disposed of. Dispose of these items when
possible.
Need fully skilled supervisor for checking on a regular basis.
Waste removal.
Make clear all working floor except using material.
Sort bad and good things.
3S – cleanliness point with cleaning tools
Set In Order (Seiton) and resources.

Arrange all necessary items so that they can be easily selected for
use.
Prevent loss and waste of time by arranging work station in such
a way that all tooling / equipment is in close proximity.
Make it easy to find and pick up necessary items.
Ensure first-in-first-out FIFO basis.
Make workflow smooth and easy.
All of the above work should be done on a regular basis.
Place components according to their uses, with the frequently
used components being nearest to the work place.
5S resource corner at Scanfil Poland
Shine (Seiso) factory in Sieradz.

Clean your workplace on daily basis completely or set cleaning

frequency time to time
Use cleaning as inspection.
Prevent machinery and equipment deterioration.
Keep workplace safe and easy to work.
Keep workplace clean and pleasing to work in.
When in place, anyone not familiar to the environment must be able to detect any problems within 50
feet in 5 sec.

Standardize (Seiketsu)
 Standardize the best practices in the work area.
Maintain high standards in workplace organization at all times.
Everything in its right place.
Every process has a standard.
Standardize color coding of usable items
People know the process of that specific job

Sustain (Shitsuke)
Not harmful to anyone.
Also translates as "do without being told".
Perform regular audits.
Training and discipline.
Training is goal-oriented process. Its resulting feedback is
necessary monthly.
Self-discipline
To maintain proper order
Ensure all defined standards are being implemented and heard. The scheme "Correct Arrangement of the
Follow the process, but also be open to improvement Tool" from a CIT instruction sheet,
1920-1924.
Variety of 5S Applications
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, it can also
be applied to knowledge economy work, with information, software, or media in the place of physical
product.[16]

5S in Lean Product & Process Development

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]

See also
Just-in-time manufacturing
Kaikaku
Kaizen
Kanban
Knolling
Lean manufacturing
Muda

External links
How to Make Everything Shiny with Seiso

References
1. "What Is 5S? - Sort, Set In Order, Shine, Standardize, Sustain" (https://www.graphicproducts.com/article
 s/what-is-5s/).
2. "5S Comprehensive Education and Resource Center" (http://www.creativesafetysupply.com/content/educ
ation-research/5S/index.html).
3. Gapp, R., Fisher, R., Kobayashi, K. 2008. Implementing 5S within a Japanese Context: An Integrated
Management System, Management Decision. 46(4): 565-579.
4. Ortiz, Chris A. and Park, Murry. 2010. Visual Controls: Applying Visual Management to the Factory.
New York: Productivity Press.
5. Galsworth, Gwendolyn D. 2005. Visual Workplace: Visual Thinking. Portland, Ore: Visual-Lean
Enterprise Press.
6. Greif, Michel. 1989. The Visual Factory: Building Participation through Shared Information.
Cambridge, Mass.: Productivity Press.
7. Hirano, Hiroyuki, ed. 1988. JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future.
Cambridge, Mass.: Productivity Press.
8. Schonberger, Richard J. 1986. World Class Manufacturing: The Lessons of Simplicity Applied. New
York: Free Press, p. 27.
9. Hirano, Hiroyuki. 1988. JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future.
10. Hirano, Hiroyuki (1995). 5 Pillars of the Visual Workplace. Cambridge, MA: Productivity Press.
ISBN 978-1-56327-047-5.
11. Osada, Takashi (1995). The 5S’s: Five keys to a Total Quality Environment (https://books.google.com/bo
oks?id=Ll-1AAAAIAAJ&q=The+5S%E2%80%99s:+Five+keys+to+a+Total+Quality+Environment&dq
=The+5S%E2%80%99s:+Five+keys+to+a+Total+Quality+Environment&hl=en&sa=X&ved=0ahUKEwi
C8OXB0abVAhXFeD4KHWBTBZAQ6AEIKDAA). US: Asian Productivity Organization. ISBN 978-9-
28331-115-7. Retrieved July 26, 2017.
12. Bicheno, John. New Lean Toolbox: Towards Fast, Flexible Flow. Buckingham: PICSIE. ISBN 978-0-
9541244-1-0.
13. "5S | 5S Methodology | Quality-One" (http://quality-one.com/5s/). quality-one.com. Retrieved
2017-07-31.
14. Managing «modernity»: work, community, and authority in late-industrializing Japan and Russia, Rudra
Sil, Publisher: Ann Arbor, Mich. : University of Michigan Press, 2002. (http://www.worldcat.org/title/ma
naging-modernity-work-community-and-authority-in-late-industrializing-japan-and-russia/oclc/23196511
7)
15. Graban, Mark. 2012. Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement.
Boca Raton, Fl: CRC Press.
16. "CEITON – Profile" (http://ceiton.com/CMS/EN/company/profile.html#Origin).
17. Ward, Allen (March 2014). Lean Product and Process Development (2nd ed.). Cambridge, MA: Lean
Enterprise Institute. p. 215. ISBN 978-1-934109-43-4.

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