Lean manufacturing relies on many tools, and the 5S is one that is widely used. Basically, it optimizes the work environment and lays the foundation for continuous improvement. A 5S event just follows the 5s in a step-by-step fashing, meaning the entire event can be completed in a workweek (one day for each step).

Below are the steps involved in the 5S event, which are Sort, Straighten, Sweep, Standardize and Sustain.

1. Sort

Sorting is about categorizing all the items in the workplace into those that are needed and those that aren’t. The point is to remove anything that can be considered unnecessary clutter and make the workplace cleaner and more efficient. 

2. Straighten

Straightening involves making the workplace more organized by placing the needed items where they can be easily found. Those which are used frequently can be placed closer to the workstation to add another layer of organization. This will significantly reduce the amount of time it takes to locate them, which speeds up productivity.

3. Sweep

Sweeping is about making the workplace cleaner. This means every workspace needs to be swept, mopped, and scrubbed. If safety signs have faded, they need to be repainted, so it is also about making the work area safer as well. In the long term, it is believed that the workers will be happier and more productive working in a cleaner and safer environment.

On top of that, everyone will know that it is their job to keep it clean. This will give birth to a new habit that will make cleanliness sustainable in the long run.

4. Standardize

Everything that contributed to the efficiency of the workplace needs to be standardized. Otherwise, all the hard work everyone put in will eventually be for naught. Any idea that went into improving the workplace needs to be documented and that documentation needs to be shared with everyone in the organization. There also needs to be consistency between standardized procedures so that everyone in the organization can work towards keeping things going for the long term regardless of department.

5. Sustain

For the results to be sustainable indefinitely, some key members of senior management need to get involved. They need to take charge of the process to ensure that people are maintaining all the improvements made to the workplace. This means 5S should be embedded in the organization’s management philosophy. And departments need to evaluate themselves on how well their employees are contributing towards the sustainability of the 5S initiatives.

There is a saying that old habits die hard, meaning people can easily return to former bad habits. There is a need to ensure that 5S initiatives are understood by every employee as an ongoing endeavor and considered as the organization’s culture moving forward.

Conclusion

An organized workplace is one that is safe and productive. A 5S event outlines the steps to get the workplace to be the epitome of efficiency. Furthermore, it sets in place procedures that will keep it that way for the foreseeable future. It is an event that any Lean-thinking organization should carry out.

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Many organizations struggle with making the workplace organized. An organized workplace is one where work gets done efficiently and effectively. It is also a place where employees have little to no worry about getting injured because it is so clean and organized. For this to happen, organizations need to put a system in place and 5S is one of the most tried and true methods in Lean thinking for achieving this.

5S (pronounced “five S”) is a Lean thinking tool that stands for Sort, Set, Shine, Standardise and Sustain. It is a system that strongly emphasizes putting everything in the right place. 5S has been used in many industries, from manufacturing to hospitality to healthcare. This is a system that can even be applied outside of the workplace to organize people’s homes, as well as lives.

Here is a brief explanation of what each S in the 5S means:

1. Sort

The first step in 5S is sort, and it involves taking an inventory of every item in the workplace. This includes all the tools, equipment, people and materials. Then, anything that is not useful in the workplace is removed to prevent it from getting in the way.  Finally, the remaining items are grouped into two categories: frequently used and rarely used.

2. Set

Set is about arranging the remaining items in the most logical manner. That way, items can be picked up and returned where they belong easily, quickly and safely. If people are constantly having to look or walk across the workplace to find an item they need, it can lead to waste. Setting everything in order helps to significantly reduce this waste.

3. Shine

Shine is about ensuring that the workplace is clean. When the workplace gets busy, it is bound to get messy as well. This means tools, equipment and materials need to be returned to their rightful place, while the work areas need to be swept and mopped and the surfaces need to be dusted and wiped down. Putting the tools and equipment away ensures their longevity while everything else creates a much safer working environment.

4.Standardize

Standardize is what sets 5S apart from regular cleaning and helps make sure that the organization and safety levels achieved stick. Basically, this step is where 5S sets the entire organization up for continuous improvement by taking all the procedures used thus far and making them routine.

5. Sustain

Once the procedures have been standardized, more work needs to be done to maintain them, which is where the last S, Sustain, comes in. In order to sustain the results, everyone needs to be involved for it to be ingrained into the organization’s culture. If the results are not sustained, all the organization and safety levels achieved will revert over time.

Conclusion

As you can see, 5S is an important system for keeping the workplace organized. It paves the way for employees to do quality work by enhancing productivity and safety in the workplace. Furthermore, it lays down the foundation for continuous improvement. This is why it is one of the most popular tools in Lean thinking.

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If a space is not being used correctly and is unkept and cluttered, this can lead to mistakes and mishaps such as accidents and slowdown in the overall production. This can lead to loss of revenue, and would impact the company in a negative way. 

In Japanese, 5S stands for Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. The English equivalents are Sort, Set in Order, Shine, Standardize and Sustain.

Let’s look at this infographic and see how this works.

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The bulk of this system was originally created between 1948 through 1975; some of the top influencers involved were Taiichi Ohno, Eiji Toyoda and Shigeo Shingo. Today we also know this system by its other name, Lean manufacturing. So, although technically speaking Kaizen isn’t a part of Six Sigma, it has an honorary status and was adopted into the Six Sigma and Lean Six Sigma family.

A Powerful Tool in Kaizen

The 5S Tool, which stands for Seiri, Seiton, Seiso, Seiketsu, and Shitsuke, are Japanese words for the following:

• Seiri: Sort, which is the task of sorting out non-essentials from the work area. These non-essentials can wear many masks. They can be old documents, tools, benches, supplies, rags, or just about anything that is not necessary to the everyday work process.
• Seiton: Set in Order, which means whatever is left after you have sorted the non-essentials out. These essentials must be set in order as close in proximity so that no unnecessary steps need to be taken. Everything in its place and there is a place for everything, unless of course if it is being used.
• Seiso: Shine, this means the task of cleaning the work area, which does include keeping any machinery and tools in working condition. The mindset of Kaizen is to keep the machines and tools in better condition than the day they arrived from the factory.
• Seiketsu: Standardize, this means making the first three items on this list a habit. If this doesn’t happen from the start, the entire process will fail and go back to its original unorganized condition. This is super important to set the “standard” for continued success. So if a machine needs to be wiped clean after usage, that must continue going forward.
• Shitsuke: Sustain, it has been noted that management is usually the failure for the sustainment of a well-organized workplace. It seems that when new management sets in, the respect for what did work in previous management is out the door. Keep what did work and eliminate what did not work from previous management.

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Sort (seiri): Get rid of any thing that you do not need in the workspace. Anything that doesn’t serve a purpose — get rid of it.  If you apply the Pareto principle to sorting out what you need, it might help you establish the correct mindset. The Pareto principle states that 80% of any outcome is the direct result of 20% of the input. So ask yourself: what do you truly need and what purpose does it serve in your business processes?

Straighten (seiton): Having a neat and tidy workspace can save you time, money and increase the quality of any product or service. Any time you remove an excess barrier from any workspace, your focus improves tremendously, and it’s that focus that directly affects the quality of the end result.

Shine (seiso): Keeping something clean is different from keeping something tidy. Keep a well-lit workspace. Make sure you establish the root cause of dust and dirt, and develop a process that will ensure this is maintained. Keep a log of daily cleaning process.

Standardize (seiketsu): Set up a standard that makes sense, use color codes, and make visual displays of the high standard of maintenance. When you standardize, you will immediately reduce variations. Invest time in setting up standardization, and it will prove beneficial over the long haul.

Sustain (shitsuke): It is important to have the mindset of maintaining this new level of responsibility. The participation of everyone is necessary, because it only takes one bad apple to hinder the morale of the entire team. Continuous audits are in order. Get to the root causes of problems so that sustaining this new high-level process will be easier.

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Equally, we find that the average employee is interested in the following questions: Can LSS benefit me? And how? Don’t delay. So start planning your 5S event today. This is the perfect opportunity to deliver sound Lean knowledge and help bolster support for your program. Read on to learn about using 5S as a tool for gaining buy-in.

Does Lean Six Sigma Really Work?

Initially, for any 5S event, team members will gather to take part in a training presentation to help them learn about Lean values. Ideas such as value stream mapping, work cell concepts, and the basics of 5S are all powerful subjects to explore. Use your industry experience to draw on for strong examples. Anecdotes, case studies, comparisons and role plays are all useful approaches. Moreover, explore the wider history of Lean, including its beginnings, how it has changed since its inception, as well as the future of Lean. But remember, your 5S event will not be a success if you can’t prove to the audience that Lean works.

How Does Lean Six Sigma Affect the Individual?

Don’t forget, Lean is much more than cleaning up processes. Lean advocates continuous improvement (Kaizen) to generate a self-sufficient company culture. Identifying waste is a key skill area in Lean principles. One that practitioners of Lean often use on a daily basis in their work. Moreover, Lean training should delve into all things waste if trainees are to get the most out of it. Furthermore, the same goes for your 5S event. Additionally, why not provide opportunities for practical training? Train your team in identifying waste and solving waste-related issues. The more active your trainees are for the duration of the event, the better they will understand how LSS will affect them.

Motivate to Innovate

Don’t let your 5S event go to waste (no pun intended). Make the most of it, inspire and empower your team to take Lean into their own hands. By thoroughly educating them on the importance of Lean, you’ll also motivate them to use it properly. Lean and continuous improvement aren’t just methodologies like Six Sigma. No, they are entire philosophies, ways of thinking that can transform your business and improve your work. Waste won’t give itself up of its own volition. That’s where Lean comes in. Lean gives your team the skills and power to make active decisions for the good of the workplace. Show them how.

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What Does Lean Focus On?

Lean focuses on reducing the eight types of waste (Muda).  Defects, overproduction, waiting, non-utilized talent, waste from transportation, inventory waste, waste from motion, unnecessary processing. Additionally, Lean principles aim to reduce waste by identifying and eliminating it. Lean also improves production by maximizing flow and identifying non-value-adding steps you should remove. Anything that does not add value for the customer is a potential threat to production. As such, Lean uses a holistic approach that aims to build a culture of continuous improvement and in-depth analysis.

Lean Principles, Tools, and Techniques

• PDCA. Standing for Plan, Do, Check, Act, PDCA is a rapid cycle-based strategy used to drive process improvement.

• 5S is a 5-step method for creating and maintaining an intuitive and efficient workplace. The 5 Ss stand for Sort, Set In Order, Shine, Standardize, Sustain.

• 8 Types of Waste. Lean aims to eliminate the eight waste types: defects, overproduction, waiting, non-utilized talent, waste from transportation, inventory waste, waste from motion, and unnecessary

• Value Stream Maps. VSMs are a visual method for displaying the key process steps in production.

• Flow is the unhindered movement of a process.

• Pull describes how customer demand is used to dictate process flow, i.e. what the customer wants, or might want, determines what a company produces.

What does Six Sigma Focus On?

Six Sigma and Lean share many similarities. As such, they complement each other very well. However, Six Sigma focuses primarily on reducing variation, just one of the seven types of waste Lean tackles. Six Sigma is used to complete improvement projects, aimed at solving process issues. It is also highly data-oriented, involving validation of hypotheses using statistics. Six Sigma knowledge is classified using a belt-based hierarchy styled on martial arts (Yellow, Green, Black, and Master Black Belt). The higher the belt, the more adept you are at using Six Sigma. Furthermore, one of Six Sigma’s primary tools is a 5-step method with which to complete improvement projects.

Six Sigma Ideas, Tools, and Techniques

• DMAIC. This 5-step method uses the following steps, Define, Measure, Analyze, Improve, and Control to improve production processes. Furthermore, DMAIC also allows you to identify the problem and develop creative solutions through deep analysis.

• Project Charter. Six Sigma uses a single-page document to outline the process issue, project goal, scope, and a timeline. Moreover, the charter forms an essential framework for the trajectory of an improvement project.

• Pareto Chart. Pareto Charts display information about potential causes of process issues in a cascading bar chart format. Additionally, you should also organize problems from largest to smallest.

• Hypothesis Testing. Hypothesis Testing is a way of providing statistical precision to root causes of process problems, so you can make the best decisions.

• Design of Experiments. Methods of controlled testing, with which to assess how efficient processes are. DoE also allows you to select the best conditions, materials, and methods for each.

• Statistical Process Control. SPC enables you to monitor your processes, ensuring they consistently satisfy customer demand.

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Throughout our series, Kaizen 5S for Beginners, we have discussed the in’s and outs of the Kaizen philosophy. This includes what each stage, or ‘S’, within Kaizen represents and how companies can successful implement it into their workplace. In this article, we will analyze the final stage of Kaizen, commonly referred to as ‘Sustain’.

What Is ‘Sustain’?

The original term in Japanese, Shitsuke, translates to English as “do without be told.” This final stage in the Kaizen business philosophy aims at practicing the self-discipline to maintain the progress made so far. Whereas the prior four stages focus on organizing, cleaning, and properly running the workspace, Sustain aspires employees to continue better their business processes in new ways. Kaizen, as a practice, revolves around constant improvement. Whether this includes reducing waste, increasing production efficiency, or decluttering the assembly line, employees use this method to improve their present work environment. Once at Sustain, employees will perform routine audits on business process. They may also train other team members on the Kaizen method, and practice strict self-discipline.

When first practiced in Japan, employees embraced the Kaizen philosophy as a new way to take pride in their work. Working together, employees sought out new ways to improve their productions and manufacturing with limited resources. Today, companies see Kaizen as the ideal goal-oriented process improvement method.

Implementing Sustain

Since its conception, the Kaizen business method has found itself in a variety of new industries. From health care to education, government and logistics, Kaizen brings benefits to numerous industries through its order and structure. Depending on your field, Kaizen will have varying strengths when implemented. Originally designed for manufacturing roles, the method was used to organize congested workspaces and deter product defects. Now, employers combine Kaizen with the data-centered approach of Six Sigma to form the ideal business process improvement method. Using the analysis and logistics of Six Sigma with the order and discipline of Kaizen, employees seek process improvements better than ever.

Furthermore, the most effective way to implement Kaizen into your corporation is with leaders who routinely enforce the method. This includes supervisors and managers who conduct routine assessments of their employees, their workspaces, and their productions. If implementing correctly, your employees will perfect their roles with the consistent practice Kaizen requires.

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Throughout our Kaizen 5S for Beginner series, we have assessed each stage along the Kaizen business philosophy. In this article, we will discuss the forth S, ‘Standardize’, what it means, and how companies successfully implement it their employees’ standard operations.

What Is ‘Standardize’?

‘Standardize’ is the process of revisiting the first three stages of the Kaizen model periodically and maintaining the new standard of operations. We recommend practicing ‘Standardize’ on a frequent schedule that is predetermined by management. Depending on your company’s industry, revisiting one or all the prior three stages may be necessary to maintain your improvements. For example, if you operate a manufacturing plant, revisiting ‘Shine’ multiple times per month is a great way to keep your workspace clean and operating smoothly. Likewise, if your company produces a variety of products, revisiting ‘Straighten’ would be helpful is properly placing items so they are easily accessible.

How often and when your employees will revisit a previous Kaizen stage is based solely on your needs. The idea behind Standardize is the flexibility to revisit prior changes, reassert discipline, and assess new ways to improve your business processes. This systematic approach aims at maintaining the progress you’ve already made, as well as confirming the set standards levels.

Implementing Standardize

You can implement Standardize in a variety of ways due to its flexibility and dynamic nature. First, management may develop a time period in which each prior Kaizen stage is revisited a certain number of times. This may be along the lines of every month, quarter, or half year. Kaizen succeeds in part due to its discipline and structure. Ensuring that your employees follow managements’ decision to revisit prior stages when they request so is key.

Additionally, you may also implement Standardize by developing a system of checks and balances within your processes. For example, if a defect occurs, your employees will revisit each Kaizen stage, ultimately fixing the error. However, in the end, your company’s needs will guide you how to use Standardize.

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Kaizen, like most business improvement methods, is comprised of varying stages. We refer to these stages as the 5S’s. Translating the original terms from Japanese, the 5S’s are ‘Sort’, ‘Straighten’, ‘Shine’, ‘Standardize’, and ‘Sustain’. In this article, we will discuss ‘Shine’, what it is, and to implement it into the workplace.

What Is ‘Shine’?

Shine refers to cleaning and organizing the workplace, daily. Following the first two S’s of ‘Sort’ and ‘Straighten’, Shine is naturally the next step. First, employees separate and removed unnecessary items from the process (Sort). Then, they arrange the required items in a clearly marked fashion, where they are easily found (Straighten). Now, employees will practice ‘Shine’ by cleaning the workplace, equipment, and machines on a daily basis. This helps maintain an orderly work environment, as well as preventing production defects from occurring. For many employees, Shine is where they take the most pride within their careers. At this stage, employees work together to maintain the effort they contributed in the first two process.

Assuring their work environment is clean and orderly improves the production process efficiency, reduces waste, prevents error, and even increases safety. When properly maintaining equipment and machines, it is easier to be proactive in preventing production and manufacturing errors. Additionally, by cleaning the workplace daily, such as sweeping floors, removing trash, and organizing assembly parts, employees’ safety increases. This is primarily due to the decrease in risk factors, such as slipping on a wet floor, or losing control of a malfunctioning part.

Implementing Shine 

Like the previous stages of the Kaizen philosophy, the best way to implement Shine into the workplace is to hire supervisors who inspect the area routinely. However, unlike the previous two stages, Shine is easier to integrate as it focuses on maintaining a clean workspace. For some employers, the most effort into implementing Kaizen falls within Sort and Straighten. This is due to a consistent, disciplined approach to managing organization and analyzing what parts are not needed for production. When practicing Shine, employees maintain the currently organized workspace, clean machines and equipment, and ensure safe working condition.

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Kaizen, when practiced daily, can create a sense of unity with the workplace. With this method, no one employee is overly worked, nor is one superior in their knowledge of the same system. The Japanese methodology shows how employees can perform their tasks using a scientific method, eliminate waste, and improve process efficiency. Through discipline and practice, you can use the five steps of Kaizen to improve performance, reduce waste, and solidify your company’s foundation.

What Is ‘Straighten’?

The second step to improving your business processes through Kaizen is ‘Straighten’. Straighten is the practice of arranging the components that go into your business processes. For example, if working on an automobile assembly line, this step allows you to place each part required for manufacturing to be precisely labeled and placed in its appropriate place. Not only does this create an easier way for personnel to find the parts they need, but also prevents wasting time by searching for misplaced components. As a result, Straighten allows your workflow to be smoother while also increasing the time efficiency. Another byproduct of this step is an increased in company safety. When employees spend less time looking for parts and items for their process, they are able to stay focused on the task at hand. This lack of distraction ensures fewer accidents occur, especially along a high-frequency production and manufacturing process.

Another byproduct of this step is an increased in company safety. When employees spend less time looking for parts and items for their process, they are able to stay focused on the task at hand. This lack of distraction ensures fewer accidents occur, especially along a high-frequency production and manufacturing process.

Implementing Straighten

The key to this step, along with the other 4 S’s of Kaizen, is proper implementation. Since Kaizen follows a strict, disciplined approach, the best way to integrate Straighten into your workplace is by making it a part of your corporate culture. Following a systematic approach, the method can be integrated into almost any business process you have. With the help of project leaders, managers, and supervisors, your company can distill this step into your employees. Like most methodical practices, the more you do it, the easier it becomes! Start small and focus on the quality of your implementation. As your employees accept Straighten, it becomes easier to stay disciplined, checking on systems periodically.

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In the modern workplace, we reference the 5S of Kaizen. These 5S’s are a workplace organization method, developed from the five Japanese words: ‘seri’, ‘seiton’, ‘seiso’, ‘seiketsu’, and ‘shitsuke’. When translated, these words become ‘Sort’, ‘Straighten’, ‘Shine’, ‘Standardize’, and ‘Sustain’. In this article, we will discuss the first S, Sort.

What Is ‘Sort’?

Using a broad definition, Sort is making your work processes simpler and easier by eliminating certain obstacles. When you eliminate unexpected errors, you prevent the chance of producing unnecessary or faulty products. At this point, you might be thinking about the basic understanding of Six Sigma. That is, to improve business processes, prevent errors, and eliminate waste. It’s no doubt that the Six Sigma methodology supports itself with the 5S’s of Kaizen. Additionally, you also practice Sort by evaluating the cost of manufacturing certain items and assessing what parts are not needed. This allows you to remove unnecessary factors, costs, and processes, further enhancing your productions.

Implementing Sort

Sort is only effective if you properly implement it into your company. When first practiced in Japan, the Toyota Production System used a simple method for following Kaizen. We define this as PDC, or Plan, Do, Check, and Act. Whenever an error occurs along a production line, all employees must stop their processes and search for the source of problem. This is similar to Root Cause Analysis. For most, implementing Sort is simple. First, designate an area where employees can remove and dispose of unnecessary parts. Typically, this area is referred to as a “Red-Tag” zone. This is required since not all items can be disposed of immediately. Additionally, you should clear your employees’ work zones of unused materials, further increasing the efficiency. Furthermore, keep track your process improvements by hiring a full-time supervisor who checks these processes regularly.

Another way to implement the Kaizen 5S Sort is by using the 5 Why’s. This process allows you to ask why an error occurs and locate where it comes from. By doing this, you organize your business processes, eliminate waste, and increase overall efficiency.

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