5S (methodology)

Introduction

5S is the name of a workplace organization methodology that uses a list of five Japanese words, which, transliterated and translated into English, start with the letter S. This list is a mnemonic for a methodology that is often incorrectly characterized as "standardized cleanup,” however it is much more than cleanup. 5S is a philosophy and a way of organizing and managing the workspace and workflow with the intent to improve efficiency by eliminating waste, improving flow, and reducing process unevenness.

Overview

5S is a method for organizing a workplace, especially a shared workplace (like a shop floor or an office space), and keeping it organized. It is sometimes referred to as a housekeeping methodology; however, this characterization can be misleading, as workplace organization goes beyond housekeeping (see discussion of "Seiton" below).

The key targets of 5S are workplace morale, safety, and efficiency. The assertion of 5S is, by assigning everything a location, time is not wasted by looking for things. Additionally, it is quickly obvious when something is missing from its designated location. Advocates of 5S believe the benefits of this methodology come from deciding what should be kept, where it should be kept, and how it should be stored. This decision making process usually comes from a dialog about standardization, which builds a clear understanding between employees of how work should be done. It also instills ownership of the process in each employee.

In addition to the above, another key distinction between 5S and "standardized cleanup" is Seiton. Seiton is often misunderstood, perhaps due to efforts to translate into an English word beginning with "S" (such as "sort" or "straighten"). The key concept here is to order items or activities in a manner to promote workflow. For example, tools should be kept at the point of use, workers should not repetitively bend to access materials, flow paths can be altered to improve efficiency, etc.

5S Phases

Phase 1 - Seiri (整理) Sorting: Going through all the tools, materials, and other things in the plant and work area, and keeping only essential items. Everything else is stored or discarded.

Phase 2 - Seiton (整頓) Straighten or Set in [an efficient] Order: Focuses on efficiency. When we translate this to "Straighten or Set in Order,” it sounds like more sorting or sweeping. However, the intent is to arrange the tools, equipment, and parts in a manner that promotes workflow. For example, tools and equipment should be kept where they will be used (i.e. straighten the flow path), and the process should be set in an order that maximizes efficiency. For every thing, there should be place and every thing should be in its place. (Demarcation and labeling of place.)

Phase 3 - Seisō (清掃) Sweeping or Shining or Cleanliness: Systematic Cleaning or the need to keep the workplace clean as well as neat. At the end of each shift, the work area is cleaned up and everything is restored to its place. This makes it easy to know what goes where and have confidence that everything is where it should be. The key point is that maintaining cleanliness should be part of the daily work - not an occasional activity initiated when things get too messy.

Phase 4 - Seiketsu (清潔) Standardizing: Keep work practices or operating in a consistent and standardized fashion. Everyone knows exactly what his or her responsibilities are to keep above 3S's.

Phase 5 - Shitsuke (躾) Sustaining the discipline: Refers to maintaining and reviewing standards. Once the previous 4S's phases have been established, they become the new way to operate. Keep the focus on this new way of operating, and do not allow a gradual decline back to the old ways of operating. However, when an issue arises such as a suggested improvement, a new way of working, a new tool, or a new output requirement, then a review of the first 4S's is appropriate.

Discussions and Conclusions

A sixth phase "Safety" is sometimes added. Purists, however, argue that adding it is unnecessary since following 5S correctly will result in a safe work environment.

There will have to be continuous education about maintaining standards. When there are changes that will affect the 5S program —such as new equipment, new products or new work rules—it is essential to make changes in the standards and provide training. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining standards.

As a conclusion, the group meaning of 5S should be standardized in order to meet the common sense and ergonomic design of the standard workplace. However, the individual meaning of 5S may vary from person to person. That is, the “messy table of Einstein” has 5S for him but not for another person that is not accustomed to his unique 5S.

References

1. Wikipedia, the free encyclopedia

2. Imai, Masaaki (1997). Gemba kaizen: a commonsense low-cost approach to management. New York: McGraw-Hill Professional. p. 64. ISBN 9780070314467.

3. What is the definition of 5S? (http://www.youtube.com/watch?v=HQPZlvwK90Y)