5S Training - CSS Research and Education
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5S Comprehensive Training, Education
and Resource Center
What Is 5S?
5S Methodology
What Does 5S Stand For?
Five S
Seiri
Origin of 5S
What Is Lean?
5 S Lean
Visual Management
Visual Workplace
Lean 5S, Why?
Employee Involvement
How to Get Started
5S System
5S Program
5S Training
5S Manufacturing
Common Misconceptions
Each Step of 5S Defined
Understanding the Sixth S – Safety
Tools for 5S
1. Inventory stacked far out of
reach
1. Uniform bins and racking
2. Unused older inventory
3. Bins contents are labeled
3. Safety hazard; boxes
stacked in aisles
4. Bins, racks and floors are
kept clean and in good repair
4. No discernable organization
such as barcoding, inventory
dating, color coding or
naming convention
5. Lighting in facility is sufficient
5S is a systematic form of visual management utilizing everything
from floor tape, to operations manuals, that are not just simply
about cleanliness or organization, but created to maximize
efficiency and profit. Instead, it is a framework that emphasizes the
use of a specific mindset and tools to create efficiency and value. It
involves observing, analyzing, collaborating, and searching for
waste and also involves the practice of removing waste.
Origin of 5S
Toyota Production System
5S includes five terms that all start with the letter “S.”
They are as follows:
American
Term
Definition
Sort
Sort through materials, keeping only
the essential items needed to
complete tasks.
Seiton
Set in Order
Ensure that all items are organized
and each item has its designated
place.
Seiso
Shine
Proactive efforts to keep workplace
areas clean and orderly to ensure
purpose-driven work.
Seiketsu
Standardize
Create a set of standards for both
organization and processes.
Shitsuke
Sustain
Sustain new practices and conduct
audits to maintain discipline.
Seri
6. Racks are low enough that
ladders are not required to
access inventory.
5. Trash and debris allowed to
accumulate
What is 5S?
Japanese
Term
2. Date tracking of inventory
These are the five key practices involved in 5S.
Image was shared by
www.peterjthomson.com and
features employees working on an
assembly line in a Toyota vehicle
manufacturing facility.
The 5S methodology or what was
known as the Toyota Production
System (TPS) originated in Japan
after World War II with Sakichi
Toyoda and his son Kilchiro, along
with a fellow Toyota engineer, Taiichi
Ohno. This method was also termed
“Just in Time Manufacturing” and
focused on the belief that a wellorganized workplace yields a safer,
more efficient, and more productive
system overall.
Through the development of 5S, the three representatives of
Toyota studied the current practices of two other popular business
chains, the automotive giant Ford Motor Company and the everpopular supermarket chain Piggly Wiggly.
In their findings they focused on both assembly line production as
well as inventory processes and learned some helpful techniques
to apply to their business processes. One notable technique was
observed at Piggly Wiggly. This involved the use of an inventory
ordering systemin which ordering was only done based upon
demand. Using this fundmaental belief, the Just in time (JIT)
process was incorporated into the basic 5S methodology.
The 5S methodology has
gained importance
throughout the years and
now stands firm as one of
the basic foundational
elements of lean, along
with other lean processes
and practices such as:
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• Visual Workplace
• Six Sigma
• Kaizen
• Kanban
• Gemba
• TIMWOOD
• Lean Manufacturing
5S Methodology
Workplace People Love
Visual provided by Richard Sheridan, closing
keynote at Agile Singapore
The 5S methodology is a systematic approach to workplace
organization. This method includes the five steps of Sort, Set in
Order, Shine, Standardize, and Sustain. Generally speaking, the
steps of 5S involve going through items in a workspace, removing
what’s unnecessary, organizing items, cleaning, performing
maintenance, and making sure these things become habits. These
steps should occur in this order, and there must be a plan in place
for performing the tasks associated with these steps on a regular
basis. At the end of of a 5S implementation you will see
characteristic things such as policy manuals, glow in the dark tape
or photoluminescent tape on the floor, colored bins, red tags, and
5S walks taking place. There are characteristic things you will see
but it should all add up to efficiency.
The 5S methodology originated in Japan and was first
implemented by the Toyota Motor Corporation. The methodology
was developed as a way to make just in time (JIT) manufacturing
possible. This type of manufacturing intends to produce only the
amount of a product that is needed when it is needed. Having an
organized workplace that utilizes visual cues to maintain itself
allows JIT manufacturing to proceed more smoothly; in this type of
environment, it’s easier to see problems and move materials
efficiently.
What Does 5S Stand For?
5S stands for five Japanese terms used to describe the steps of
the 5S system of visual management. Each term starts with an S.
In Japanese, the five S’s are Seiri, Seiton, Seiso, Seiketsu, and
Shitsuke. In English, the five S’s are translated as Sort, Set in
Order, Shine, Standardize, and Sustain.
Seiri / Sort refers to going through all the contents of a workspace
to determine which are needed and which can be removed.
Everything that is not used to complete a work process should
leave the work area.
What Is Lean?
Lean, often called Lean manufacturing, is a method used to
identify and eliminate waste from a manufacturing process. Lean
aims to remove anything from the production process that does not
add value to the end product or service the customer purchases.
The Lean manufacturing principles of eliminating waste and
streamlining processes originated with the manufacturing industry
in Japan in the mid-twentieth century, and in the late twentieth
century grew popular with American businesses.
5S is a Lean manufacturing tool that serves as the foundation for
all other Lean endeavors. 5S creates a visual logic in the
workplace and puts things in order so waste can easily be
identified.
5 S Lean
Seiso / Shine means cleaning and maintaining the newly
organized workspace. This can involve routine tasks such as
mopping, dusting, etc. It can also involve performing maintenance
on machinery, tools, and other equipment.
The term 5S is often paired with Lean because 5S is a
foundational part of Lean manufacturing, a method of eliminating
waste from work processes. Implementing 5S in a workplace
makes it easier for people to navigate, find what they need, and
keep things organized. Once a sustainable 5S system is in place,
other Lean manufacturing initiatives such as kanban or kaizen can
be implemented more successfully because the workplace is
already easy to work in. Without 5S to keep everything in order so
problems are easily identifiable, other Lean efforts often see less
success. In many cases, 5S is what makes the rest of Lean
possible.
Seiketsu / Standardize refers to taking the first three S’s and
making rules for how and when these tasks will be performed.
These standards can involve schedules, charts, lists, etc.
Visual Management
Seiton / Set in Order involves taking the items that remain in the
workspace and organizing them in a logical way so they make
tasks easier for workers to complete. This often involves placing
items in ergonomic locations where people will not need to bend or
make extra movements to reach them.
Shitsuke / Sustain means the previous four S’s must be continued
over time. This is achieved by developing a sense of self-discipline
in employees who will participate in 5S.
Visual management, sometimes called visual control, is a method
of managing a business that uses visual signals to communicate
important information. These visuals can include diagrams,
pictograms, color-coding, floor markings, photographs, and more.
This type of management allows people to quickly understand the
information being conveyed. In many cases, visual management
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Five S
Five S, often spelled 5S or 5s, is a systematic method of
organizing and managing a business using visual cues. A
workplace that uses Five S might, for example, label or color code
shelving units in a warehouse so employees can easily see where
the materials they’re using should be placed when they’re finished
with them.
Seiri
Seiri is the first step in the 5S process. In English, it is translated
as Sort. Seiri refers to assessing the workspace and sorting
through all items present to remove clutter and determine what is
and is not needed. All items that aren’t required to complete a task
should be removed. This way, workers can find the things they
need more quickly and the work area will have more space for
performing actual work.
As part of seiri, many workplaces use red tags to mark items that
should be removed or whose value to work processes is unclear.
These red-tagged items are sometimes placed in a red tag holding
area for a specified period of time. If the items aren’t used during
that time period, they are then removed from the workplace
entirely.
Lean 5S, Why?
There are many benefits
associated with the
implementation and continued
use of 5S. Some of the top
reasons to begin 5S include:
•
5S is a sub-part of the entire Lean
Philosophy.
•
5S is simple to start and shows the
value of Lean.
•
5S is easily recognizable by both
employees and members of higher
management.
An organized workplace is an
effective workplace
Adreco Plastics starts on their
journey of 5S with the completion
of this project.
•
5S is a component of visual control,
which can: recognize operational
efficiency, create opportunities for
abnormality detection, build specific
behaviors and discipline, and promote new culture.
• When a plan/vision is in place, employees know how to be
effective and are able to work towards higher levels of
efficiency.
• 5S creates better problem-solving skills and improves employee
morale and employee engagement.
• 5S aids in decreasing the number of workplace injuries.
Costs Involved with 5S
There are two main costs involved when starting and
continuing a 5S effort. These two costs are as follows:
• Redirected Labor Cost - When starting a 5S project, many
hours are utilized to help promote employee buy-in, discuss
pitfalls and barriers, create a plan of action, etc. These hours of
lost production are simply the "nature of the beast" so to speak
and may easily be recouped once 5S processes have been
established and plans are carried out. This is most easily looked
at as a small donation, which will yield large results.
• Materials and Goods Costs - Many different types of materials
and goods may need to be purchased and/or ordered to help
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techniques make it possible for everyone in the workplace to
understand the current state of work processes. For example, a
green andon light shows a process is moving smoothly, while a red
light calls attention to a problem with a process.
5S is a form of visual control that focuses on organization. Visual
markings in a storage area can help workers return materials to
their proper locations, floor markings can create boundaries
around work cells, and signs on the floor can point out the proper
locations for trash and recycling bins. Using visual tools like these
allows a business to communicate information to workers without
needing to actually say anything.
Visual Workplace
A visual workplace is a workspace where visual tools provide
people with the information they need to complete their work.
These visuals explain the workplace so people do not need to ask
unnecessary questions. A visual workplace is often described as
being “self-explaining, self-ordering, self-regulating, and selfimproving” because the visual signals it uses allow it to operate
with minimal extra effort from users. A workplace that uses 5S is
often called a visual workplace because 5S is a method for making
an organizational system visual.
Employee Involvement
Employee involvement is an absolute must when it comes to
successful 5S implementation. In fact, many people may argue
that a company simply cannot be successful in 5S without total
employee involvement.
Employees should be involved in nearly all stages of 5S
implementation and should also be involved in all tasks involving
5S practices and/or procedures. For instance, employees should
aid in the decision-making process regarding the red tagging of
unneeded items. Employees should also be utilized as a valuable
resource when it comes to overall organization. It is the employees
who are the ones that are out on the work floor each day,
engaging in processes and noting both the pitfalls and peaks of
each work process.
Another large component of
employee involvement includes
education. Employees should not be
expected to understand and comply
with the methodologies of 5S if they
do not understand them or the
overall purpose.
Employee buy-in plays a huge role in
the success of any 5S effort. It is
absolutely critical that both
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Employee Collaboration
Never underestimate the power of
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make the 5S effort a success. Some of these products may
include, but are not limited to: floor tape, industrial label printers,
foam tool organizers, shadow boards, shelving units, and
whiteboards for warehouse mapping.
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employee knowledge and
employees and management are
collaboration, Image provided by educated on the value of 5S as a
www.opensource.org
“tool” instead of just simply as a
philosophy. When 5S is viewed as a "tool," staff will begin to
believe in the processes involved, which will help promote greater
levels of efficiency, quality, and staff flexibility.
Each Step of 5S Defined
The 5S Cycle
The 5 steps within the 5S model serve as building
blocks to help create organization, employee
involvement, and proactive behavior within the
workplace. A special thanks to www.eoi.es for
sharing this image.
How to Get Started
Starting any project that involves the potential for large changes
can be somewhat daunting. However, there are a few ways to help
establish a rich soil for abundant levels of growth.
Employees are key to the
success of 5S efforts
When employees are on board with
5S efforts, they play a key role in
•the overall success of 5S. Image
shared by Ramp Up Solutions Inc.
•
5S is a powerful tool in the workplace and can be adapted to fit
into any appropriate time scale (daily, monthly, yearly, etc.) as long
as ongoing support is handled correctly. Below is an in-depth
exploration of each step within the 5S process and how it can be
utilized to ensure maximum effectiveness.
1) Sort
One thing that is critical to the
success of any 5S endeavor is
employee buy-in. Employee buy-in
essentially means that the
employees are open, willing, and
committed to making contributions to
make the endeavor a success. Some
helpful ways to develop employee
buy-in include:
Educating employees.
Providing examples and a framework
for success.
• Allowing employees to discuss the potential barriers and pitfalls
of the recommendations.
• Providing insight about how the process will actually operate to
help alleviate some of the unknowns that could hinder the
process.
Throughout the employee buy-in process, many teams will show
excitement and interest when it comes to discussing the pitfalls
and barriers associated with the new changes. However, as this is
done and details are hashed out, great insight and information with
be gathered on how to best approach the team in the future. When
pitfalls and barriers are met with a positive mental attitude, even
some of the most intimidating tasks can be conquered. It is
important to remember that positive attitudes are contagious.
5S System
The 5S system of visual management has improved organization
and efficiency in many workplaces including manufacturing
environments and offices. This system consists of five
pillars—Sort, Set in Order, Shine, Standardize, Sustain—that
make maintaining the workplace in good condition a visual
process. Employees throughout an organization must contribute to
the system by performing routine housekeeping tasks throughout
their workdays.
Sort – How to know when an
item is of low use, average use,
or high use.
Kaizen Site provided us with the
above image.
Sort is the first step in any 5S
process. The term sort is originally
derived from the Japanese word
‘Seiri.’ Each step in the 5S process
has an associated goal that can be
specifically outlined to help guide
efforts. For the step of sort, the goal
is to remove unnecessary items from
the room, station, or space being
organized. Furthermore, the sorting
phase also aims to provide a clean
slate on which to build and carry out
the other four steps.
Beginning the process of sort starts
out simply as nearly everything should be removed from the target
area. Even though taking items from one space and placing them
into a big pile in another space seems like it just may be making a
mess, this is simply not true. Instead, this is the opportunity to
really make decisions on what needs to stay and what needs to go
so actions can be immediately taken on items that are no longer
used or needed.
How it Works:
Industrial bins are needed for an
accurate sort
Based on the standard approach,
there are three to four “bins” or
sorting categories used when
conducting a 5S sort. This image
was provided by Blofield.
Thinking of 5S as a system—rather than just an initiative a
business is trying out—can help make it sustainable. 5S becomes
part of work processes rather than something separate. It changes
the way the workplace is organized and it can change the way
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work is performed. In a 5S system, employees perform 5S tasks
as part of their regular work.
5S Program
The three or four bins are as follows:
Many businesses decide to implement a 5S program as a way to
standardize procedures, increase orderliness, and improve
efficiency. Generally, having a team design and implement a
program is effective because people from different parts of the
business bring unique perspectives. Using a team also removes
the burden of starting and maintaining 5S—which can be a large
project, especially in large organizations—from one person. The
team will be responsible for tailoring 5S to the needs of the
workplace.
Keep: These are items that are used frequently and are essential
to the operation of the workplace being sorted. If the target area is
a supply room, tool shed, or another area that feeds into greater
business operations, employees should be evaluated on how often
they draw tools from the sort area to utilize those items. These
items should be returned to the 5S’d area after sorting is complete.
Each 5S program will feature visuals best suited to the work
environment and its employees. For example, a program could use
floor markings that divide work areas from storage areas or
shadow boards that highlight where tools should be stored. A 5S
program should also assign specific responsibilities to employees
such as cleaning a work surface daily or making sure all tools have
been returned to the storage area at the end of a shift.
This framework can be adjusted over time to improve the program
based on feedback from people in the organization.
5S Training
Employees at all levels of an organization must receive adequate
training in 5S for the system to be effective. This includes upper
management, supervisors, maintenance staff, and employees on
the floor. In 5S, everyone is responsible for doing his or her part to
maintain the system, and this occurs in workplaces where people
understand the thinking behind 5S, not just the steps and tasks
they must perform.
5S training should explain the pillars of 5S, its applications in the
workplace, how 5S fits in with the company’s goals, and what role
each person will play in maintaining an effective 5S workplace.
Remove: Items that are not needed and are simply taking up
space should be placed in a bin or pile to be removed. Example
items might include the following: broken or outdated tools,
chemicals or components that have degraded or passed their
expiration date.
Probation: Items in this pile or bin are being evaluated for use. A
specific amount of time should be set (that is appropriate to your
business cycle) during which items will be evaluated to see
whether they are utilized often enough to keep. After the
probationary period, these items are either discarded or organized
back into the original workspace.
To-Move: This option is talked about less, but is still an important
consideration for items that may be helpful in your business. Items
that are not needed often but must be on hand for times when they
are required will need to be relocated. These items will eventually
find new homes in other stations or rooms that make the most
sense for them.
Sort Tips
• Different spaces require different sorting frequencies. For
example, a workstation should be sorted to ensure tidiness
everyday it will be used. On the other hand, a storage or filing
cabinet may only need to undergo the initial steps of 5S
monthly, quarterly, or even annually.
• It is important to actively audit the sorting process of any 5S’d
space to ensure accuracy and attentiveness. Sometimes, an
emphasis on organization can overshadow other important
areas; be sure to check in on tool calibration, supply expiration
dates, and potential safety hazards while areas are undergoing
audit organization.
2) Set in Order
Amazon Fulfillment Center
A special thanks to Wired.Jp for the
above photo.
Creating a Plan
A lean mindset should be established before even starting the
processes of 5S. Accountability along with setting expectations is
vital. What is expected and who and what will benefit from the
changes?
When creating a plan, it is most
helpful to start out with an actual
business case or reason for the
changes to be made. How will the
improvement affect or benefit the
bottom line? For instance, is there
The second step of 5S is “set in
order” which is derived from the
Japanese term ‘Seiton.’ This phase
focuses on placing the items deemed
essential in the sort phase back into
the workstation or area in a specific,
well-organized manner. More
importantly, set in order is truly about
finding the most efficient and
sensible homes for the tools and
items within that area.
Every time employees have to search around for a tool to
complete their jobs, time is being wasted and by extension, the
business is losing money. Setting items in order in an intentional
and planned way is essential to minimizing these types of losses.
For example, imagine the importance of well-organized tools for
EMTs. They need to have their most frequently needed tools and
equipment on hand and easily accessible to help save the lives of
their patients. Logical organization paired with knowledge of where
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time being wasted searching for
something? Or is there a lack of
organization or a need for visual
management? Pinpoint some of the
most relevant needs in the particular
work environment.
It is important to avoid trying to get
the best Standard Operating
Practices (SOPs) immediately.
Likewise, it is also just as important
not to impose specific SOPs on the teams. When employees are
forced into doing something without being asked for input or
thoughts, the first natural reaction is to actually resist the change.
5S is a component of
Continuous Improvement
A special thanks to Lean Blitz
Consulting for the above flow chart.
Furthermore, many employees harbor a wealth of knowledge that
could be exponentially beneficial when it comes to possible
improvements and ideas for change. Paul Dakin, Director at
Hollybush Interim Management Services Ltd., suggests using the
employees to generate the initial standards. He states:
“Use the SDCA cycle
(Standardize the work/Do
the work to the
standard/Check the
work/Act to re-standardize)
to tighten down the SOP's
to get to best practice. In
this way the teams own &
self-manage the
standards.”
The team involved in doing
the 5S tasks should
SDCA Cycle
How service and lean work together to create
include the members who
enhanced levels of efficiency in the workplace.
actually work in the
This image was provided by –
www.business901.com
specific area. For instance,
it would not make very
much sense to take a team of office employees out onto the
industrial work floor to implement all the 5S changes needed. The
team working in the area should always be involved in the changes
and improvements being made and/or considered for that specific
area.
Tools for 5s
• Shadow Boxing – Shadow boxes can be a very helpful tool
when implementing and sustaining the processes of 5S.
Shadow boxes feature an outline of where tools belong and
allow employees to quickly identify which tools are missing.
Shadow boxes help with both tool organization and tool
accountability.
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tools and supplies are could literally make the difference between
life and death. While the stakes may not always be as high in a
production facility, every loss of efficiency does bleed a business’
profits out little by little.
How it Works:
A good way to begin this step is to
map out the area where the tools
and equipment are going to be
returned to. During this stage, it is
critical to really think about the jobs
being performed in or around each
station. This knowledge should be
used to map out the most convenient
Example of a Data Warehouse
Map
and comfortable areas for workers to
Thanks to Xtec.cat for the above
be reaching towards and utilizing.
diagram
Employees’ most frequently used
tools should reside in easy-to-access areas with the least
restrictions allowable. The goal is really to minimize the need for
employees to repeatedly reach over and between items by placing
the most frequently used tools and supplies closest to the station
operator, while opting to place less utilized items in other areas.
Set in Order Tips:
• One excellent tool/technique
for setting a workspace in
order in an efficient manner
and keeping it that way is to
utilize the help of shadow
boards. Shadow boards
feature outlines of tools
behind or beneath the locations in which they hang or sit when
being stored. When an item is removed from its specific
location, it is easy for a worker to quickly see where to put it
back by its silhouette. Shadow boarding can be easily applied to
already existing surfaces and pegboards where items are kept.
• Personalize the placement of
items. Workers are individuals and
therefore what works for one may
not be the most efficient option for
another. In the context of setting a
workspace in order, this could
mean making adjustments to
where items are stored if an
Amazon Fulfillment Center
A special thanks to Wired.Jp for
employee working at that station
the above photo.
frequently is particularly tall or
short. In addition, another excellent consideration is to
determine whether an employee is right or left handed.
Accommodating for this can make reaching and maneuvering to
get to tools easier, safer, and more efficient. Asking employees
personally to get involved with decisions, or at the very least
provide feedback on what organizational setups would make
the most sense for day-to-day tasks, can make a big difference
in levels of efficiency.
3) Shine
Shine is about being “Proactive”
verses “Reactive.”
It’s much easier to maintain a clean
work environment than it is to react
and clean a very messy work
environment. Thanks to Officesuites.com for this photo.
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Stemming from the Japanese term ‘Seiso’ is “Shine,” which means
to sweep or sanitize. This is the third stage of a 5S project. First
and foremost, the shine phase is basically a complete and
unapologetic cleaning of the entire workstation or space. In this
phase, employees and staff should be cleaning, dusting, polishing,
sweeping, and vacuuming along with anything else that is needed
to attain perfect order.
How it Works:
1. In nearly any case, a clean workplace is a safer workplace. For
instance, keeping floors clear of dust and debris helps to reduce
the risk of trips, slips, and falls – an extremely common cause
for workplace injury. A clean workplace also helps to counteract
any potential infections or other health hazards employees
might otherwise encounter. Simply put, workplace accidents
have the potential to destroy efficiency, and a good shining can
help workers avoid them.
• Floor Markings – Floor markings are a staple within many wellorganized workspaces. Floor markings can be used for a variety
of different organizational purposes from delineating a specific
workspace to marking off pallet storage or even for helping
pedestrian traffic navigate to safe areas within the work
environment.
Floor markings are extremely diverse and are available in a
variety of different colors, sizes, strengths, thicknesses, and
even shapes. Floor markings are helpful tools in many different
types of work environments such as offices, auto shops,
healthcare facilities, manufacturing facilities, retail
environments, etc.
2. Cleaning can be used as an inspection tool. Clear expectations
are necessary for positive employee interactions and,
ultimately, results. When employees know what is expected of
their workspace, they are more likely to keep things in that
state. Posting imagery nearby that shows the fully cleaned or
“shined” state of a workspace can be a helpful way to keep this
communication alive even when no one is physically present to
deliver it. Furthermore, an information board can even show
step-by-step instructions on how certain areas or tools are
meant to be cleaned at the beginning and/or the end of a shift.
3. A regular and thorough cleaning helps to prevent tool and
machinery degradation. Not only does this help with safety as
described above, but it can also ensure that these items last
longer. A longer natural lifespan means less costly replacement
and maintenance in the future.
Shine Tips:
• Signage – The use of signage in an efficiently run work
environment is essential. Not only does signage help increase
safety, but it also creates a visual environment for employees to
thrive in. Safety signs can be found in a variety of colors,
shapes, and sizes and can be found with many different
common and widely used text combinations. In addition, it is
even possible to create customized signage to meet any
specific and/or unique needs. Signage may be available as floor
signs, wall signs, or standing signs.
• Be proactive, not reactive. Cleaning should always be carried
out on a schedule because of its own adherence to that
schedule, not in response to a workspace that has grown too
cluttered to navigate efficiently. Reactive cleaning indicates a
lack of cleaning already in progress and also suggests that
workers are unable or unwilling to stick with the schedule. Shine
is not about cleaning up messes as they arise, instead it is more
about implementing the proper cleanliness strategies to avoid
making messes in the first place.
• Workers should take turns rotating into a supervisory role in
which they are tasked with ensuring that “shine” is up to par and
done in sensible ways. This team member should be
responsible for working with other members of the team on their
own habits. Rotating this job helps to keep everyone happy and
involved, and it also may save managers and supervisors time
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as they will not have to constantly carry out the task
themselves.
• When a shine is done properly and on schedule for a certain
period of time, rewarding workers with simple incentives (pizza
parties, gift certificates, awards, etc.) can be an easy way to
keep the positive momentum going. This can be useful when
moving forward with the remaining 5S steps.
4) Standardize
Checking in on 5S efforts should be
done regularly.
• Labeling – Labeling is a BIG component of efficient
organization for 5S. Virtually anything can be labeled to help
keep work areas organized, efficient, and visual to employees.
For instance, some things that can be labeled are shelving,
storage units, bins, workspaces, pipes, etc. When labels are
used strategically, employees know and understand where
things belong and can easily identify when something is
missing.
Standardizing helps to connect the
steps shine and sustain. Image
provided by Leadership Freak.
‘Seiketsu,’ or Japanese for
“standardize,” is the fourth step in the 5S process. This stage
directly connects with some of the closing tips from the “shine”
section, and that’s because it builds on the idea of auditing and
checking in on 5S efforts with regularity. Standardization is
essentially “the bridge” between ‘Shine’ and the final step of 5S,
‘Sustain.’ By standardizing the approach to 5S, it can ensure that
organizational efforts are sustained in the long run. Failing to
standardize procedures can lead to work becoming sloppy over
time and a loss of efficiency.
Sample 5S Audit Sheet
• Industrial Printers – Industrial printers assist in making printing
easy, convenient, and cost-effective. Instead of having to order
Above is a sample of a 5S audit sheet that can be used to ensure
that specific processes and steps are taken each day to sustain
the processes and results of 5S. This sample was generously
provided by Image http://peccoud.org (formerly found at
www.peccoud.vbi.vt.edu).
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labels from an outside entity, labels can be printed right inhouse with the help of an industrial label printer.
Industrial label printers are capable of printing an assortment of
different sized labels using different colored inks and can print
on different types of label supply as well. Some industrial label
printers even feature thermal print heads that can create an
extremely durable, no-smudge label.
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Begin to standardize 5S operations by making the process more
than a word-of-mouth agreement. This is the time to implement a
clear, universally understood system so that employees are certain
about what they are expected to do. One excellent way to do this
is to design and print out audit sheets that can be used by whoever
is checking an area on a given day. A checklist that asks specific
questions about the work area can help ensure that processes are
carried out as intended.
Some questions on the checklist may include:
• “Are all tools in their correct place on the shadow boards?”
• “Have power tools been unplugged with their cords properly
stored?”
• “Are the necessary supplies in place for the next worker who
will begin a shift at that station?”
• 5S Tags – 5S Tags, also known as “red tags,” are commonly
used during the sort phase of 5S. These tags are often attached
to items that no longer add value to the work facility and are not
often needed or utilized. This type of red 5S tag is easy-to-see
and makes the process of sorting through different tools,
supplies, and equipment simple and straightforward. By looking
at the tags, employees can easily determine what is going to
stay and what is going to go.
5) Sustain
Another example of a 5S audit sheet
Thanks to sixsigmadsi.com for this helpful example.
What Happens When Audits Don’t Return the Desired
Results?
One of the biggest concerns with standardization is that
sometimes audits may come back consistently lackluster from a
5S’d area. This is a problem, but a common one that can be
addressed adequately with relative ease. In general, many times
failure at this stage is due to a lack of recognizing one or more
factors contributing to disorganization. Contributing factors may
include:
Example of Red Tagging Usage
Above photo shows the setup of a Red Tag area as part of a 5s
exercise. Photo provided by Leading Edge Group
Graphics/Illustrations/Printouts/Visual Aids for 5S
• Inadequate employee training. Sometimes, it may just be that
workers have not had effective or enough training about what is
expected of them. This is especially common when not all
workers were involved in the original 5S efforts. This situation
can also arise from employee turnover, which can place new
employees into a position where others would have had more
training. In this case, new employees may find themselves
unable to keep up due to lack of knowledge or practice.
• Lack of Time. A question to ask is, “Are current shifts and
schedules allowing adequate time to complete the set 5S
tasks?” Sometimes schedules along with high demands hinder
the employees’ abilities to complete organizational tasks after a
shift. In these cases, it is important to take a step back and look
into other efficiency tweaks that could allow more time for
employees to complete these needed tasks.
• Lack of requested feedback. In the standardization process
employee feedback should be collected and responded to in a
timely and genuine manner. Employee suggestions should be
taken to heart especially if comments hint that something is not
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working properly. After all, it is the employees who are tasked
with keeping things in order day after day.
5S Site Tracker
Creating a 5S site tracker can help to designate which 5S duties and
tasks are be performed and sustained. Thank you to David Brickell
from Slush Puppie LTD for sharing his detailed photo.
David Brickell - This is the best way that I have found to
maintain the 5th S sustain and maintain the engagement and
focus of the workforce.
Sustaining 5S results takes commitment
Without the needed commitment to 5S, it is easy for things to go right
back to the way they used to be. It is important to maintain commitment
and drive. Image provided by Christian Paulsen.
Photo of 5S Shadow Board
Keep tools and other equipment organized and accounted for with the
help of a 5S shadow board. Much thanks to David Brickell from Slush
Puppie LTD.
Davide Brickell - Shadow Board in Workshop - Credit to the
Team and their engagement
5s Success Stories
• “I was teaching 5S at a supplier and while on the line, I asked
what the purpose was for a certain machine (an inline nitrogen
system). The supervisor said it was critical to production and
needed to stay. I pointed out that the pipes connecting it to the
line were cut and that it had an inch of dust on it. We found out
they had not used it in years and they were able to sell it for
around $100k.”
In another Kaizen we had a centerless grinder with high
variation. It was enclosed in a cabinet so they only point at
which they knew the part was bad was after the process. The
area was filthy, so we made the entire group stop and just clean
for an entire day. After taking years of grease off the machine,
we found two things, first, the machine was actually green, not
black, and secondly there was a window where the operator
could see the defect occurring.”
- Ben Eberhart Sr Manager Procurement Lean Six Sigma
The final step, which is known as “Sustain” or ‘Shitsuke,’ focuses
on taking all of the previous steps of 5S, including the standardized
procedures, and transforming them into ongoing habits to ensure
continuous improvement. Just having a basic system in place is
not enough, and the existence of the sustain step is a testament to
this. When workers are required to do something new in the
workspace, it is not going to become an automatic habit right
away; by nature it takes humans time to actually form longstanding
habits.
How It Works:
1. Demonstrate. Anything that is expected of workers should be
demonstrated correctly by a trained and knowledgeable
professional. This is the portion where workers gain an
understanding of what actually needs to be done.
2. Supervised undertakings. Employees need to be worked with
closely so they know what is expected. In addition, employees
should be monitored through their first few attempts to make
sure that the daily 5S habits that are being formed are the exact
habits needed and desired. Workers shouldn’t be coddled
through this. Mistakes should be corrected.
3. Periodic check-ins. After the initial training, it is important to
stay vigilant by utilizing the auditing techniques established in
the standardizing step to regularly ensure that things are
running smoothly. Having employees learn to properly do these
checks can be helpful for positive habit forming as well.
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• “In our plant, after implementing 5S on workplaces, we wanted
to engage all employees in keeping 5S in their working areas.
My task was to implement „League 5S“ (kind of competition):
- The goal of league 5S was to engage all employees in Lean
and 5S activities
- I divided plant’s layout into 5S plant zones with responsible
persons (production, logistics, maintenance...)
- Defined team of auditors was regularly evaluating 5S status in
these zones according to questionnaire
- 5S zones were compared to each other
- People in the winning zone were awarded with € (once per 6
months)
After launch of league 5S, condition of 5S was improving from
month to month. There are many details that Lean Coordinator
must follow to keep league 5S alive and well running. 3 basic
rules are: TRAINING, WELL INFORMED EMPLOYEES and
PROPER AWARDING SYSTEM. For more info don’t hesitate to
contact me.”
- Miloš R.
Understanding the Sixth S – Safety
The 6th “S” known as safety Image provided by Farm 4.
Most people working for any type of warehouse or manufacturing
company will recognize the term 5S and immediately know that it
is all about reducing waste and improving productivity. However, in
addition to 5S there is also a sixth S known as safety.
While the sixth S is not a part of the original concept developed at
the Toyota manufacturing company, the implementation of it can
help to improve productivity and eliminate waste in many ways.
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4. Make changes as necessary. Sometimes continued undesired
behavior or undesired results come about as a consequence of
a faulty system. If this is the case, find the fault in the original
set-up and correct it as necessary.
Sustain Tips:
New employee Training
When existing employees help to train new employees, it helps to
refresh the tactics and practices of 5S. Thank you Marine
Engineering Training for this photo.
• When a new employee joins a team that uses 5S, one of the
best things to do is to let current employees carry out the new
employee’s training. Teaching someone else how to accomplish
a task requires one to evaluate his or her own knowledge, and
workers can easily spot gaps that they may have questions
about. Doing this also helps reinforce the ideas they are
teaching, especially if workers have grown sloppy over time or
deviated from the original expectations.
• Measure, don’t just guess. Sustaining is about making adequate
progress. The ultimate goal of 5S is to increase efficiency. The
actual organizational steps taken on the way are components of
this goal and shouldn’t overshadow the larger endeavor. It is
imperative to keep accurate tabs on whether or not the 5S effort
has helped workers cut down on production times, accident
rates, missing equipment costs, etc. over time. Use actual
numbers and do not overlook the facts, even if they are not as
impressive as hoped for.
• Properly sustaining any 5S effort is about carrying out the task
or concept time and time again until it simply becomes second
nature. This can be a frustrating phase for both managers and
employees, so it is important to ensure that communication is
open, factual, and constructive, while being free of accusations.
The Controversy
Throughout the lean manufacturing community there is some
controversy about whether 6S should be a standard or not. The
argument against 6S points out that safety should be a key
component of each of the other S’s, and therefore having a 6th
separate S is actually redundant.
Nonetheless, those who like the idea of 6S believe that while
safety should be a factor in each of the other S’s, it is important
enough to warrant its own category as well. There really is no right
or wrong answer, but it is difficult to argue that safety is not one of
the most important factors in reducing waste and improving
productivity.
Hazards Are Inefficient
5S Manufacturing
5S originated in manufacturing environments. While this visual
organization system has been adapted for use in many workplaces
including warehouses, offices, and healthcare facilities, many
manufacturing facilities continue to benefit from 5S.
In a manufacturing facility where employees routinely need to use
tools and obtain materials, 5S plays a significant role. Visual
markings make it easier to obtain those tools/materials and return
them to their storage locations after use. Visual cues such as floor
markings can also create boundaries around different areas such
as those used for storing cleaning supplies, finished products,
machinery, etc. In a fast-paced work environment, this can mean
the difference between a messy workplace and an efficient one.
Each employee in the manufacturing facility is taught which 5S
tasks to perform as part of his or her daily work, and this makes
the system sustainable over the long term.
Common Misconceptions
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Just as with many other
Lean strategies, the
practice and
implementation of 5S
also features some
common
misconceptions. In
other words,
employees and staff
often confuse or
misconstrue certain
The process of 5S is about organization,
information and tactics
efficiency, and safety.
Thank you Danilo Palermo for the above image.
related to 5S efforts.
This is very common,
but can have a direct negative impact on 5S efforts and results.
The below statements are some common misconceptions
associated with 5S.
Because there are many misconceptions out there about the
processes and tasks involved in 5S, it is important to not lose track
of the basics.
Here are some of the most obvious ways that safety can help to
eliminate waste and improve productivity within any workplace:
• Accidents Waste Time – When there is an accident in a
facility, it is typically necessary to halt work while it is
investigated. Depending on the severity of the accident, this can
cause a work stoppage for hours or even days. Obviously this is
very inefficient. Improving safety will reduce the number of
accidents, which will then improve productivity.
• Injuries Slow Work – When someone is injured at work, they
will likely have to take some time off to recover. It may be
necessary to bring someone new into the facility, which will cost
time and money. In addition, any workers’ compensation that
needs to be paid out could be considered as wasted money
also. Even once the employee returns, he or she may never be
as efficient again due to the lasting effects of the injury.
• Safety Improves Organization – Many safety improvements
can help a facility to stay more organized, which improves
efficiency. For example, if floor marking tape is used to divide
up aisles into driving and walking paths, everyone will know
where they need to be. This may allow people to travel faster,
which in turn improves productivity.
• Employee Confidence – Employees who work in a hazardous
environment are more likely to do things slowly to help protect
themselves. When employees feel confident that the facility is a
safe place to work, they can move at a faster pace and get the
work done properly and in a timely manner.
• OSHA Inspections – If a work facility is found to be unsafe by
OSHA, that facility is much more likely to have repeat
inspections from the agency in the future. OSHA inspections,
while important, do cause lapses in productivity. If safety can be
improved, it is more likely to receive positive results from any
inspections that do occur.
• Misconception: Areas involved in 5S should be set up in ways
those involved in the 5S process believe most suitable.
Truth: Work areas should ALWAYS be set up and organized for
those who will be actually using the areas.
• Misconception: 5S just means "throwing out expensive stuff"
without rhyme or reason.
Truth: When it comes to 5S there is often a big understanding gap
of what's actually worth keeping. Items and equipment should not
be kept simply because they have value to the outside world.
Things should only be kept if they are of value to the organization.
For example, if a part or tool costs $50.00 but its use is obsolete
for the business and it's not worth the labor to sell it, it should be
tossed. It's hard for a lot of people to get past that concept. - David
Snyder
• Misconception: 5S is "just a tool.”
Truth: 5S is a tool, but it is not “just a tool.” It is a comprehensive
framework that emphasizes the use of a specific mindset and tools
to create efficiency and value. Everything from organization to
cleanliness is looked at. In addition, it also emphasizes the
practice of being proactive verses reactive.
• Misconception: 5s is "easy."
Truth: Even though the practice of 5S is usually one of the most
basic and one of the first Lean tools attempted by many
businesses, that does not mean it is “easy.” There are many steps
that need to be taken before 5S is even considered. In addition,
employee involvement is key. Employees need to “buy-in” and be
willing to learn and participate as well.
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Of course, there are dozens of other ways that safety can help to
improve the overall efficiency of a facility.
Incorporating Safety into Lean 5S
Whether it is called 5S or 6S, safety should always be incorporated
into every efficiency effort made. One of the best ways to do this is
to take a look at how all efforts with any of the first 5 S’s will impact
safety. Every facility will have to come up with the specifics as to
how this is done, but many companies have found that making a
simple chart can be very helpful.
The chart below shows how it works and how the sixth S may be
adopted into use in the work facility.
5S Title
Sort
Set in
Order
Shine
Improvement Title
Keep tool benches
clean using foam
inserts
Organize warehouse
shelving using labels
Being able to find items in
the warehouse quickly will
reduce the risk of items
falling or someone being
injured while searching
through multiple areas.
Perform preventative
maintenance on
machines
Ensure employees
across shifts are
Standardize
performing tasks the
same way
Sustain
The 6th S Impact
Tools will be kept in better
condition and will therefore
be safer. Also cuts the risk
of accidental cuts when
searching for tools.
Analyze 5S
improvements from
previous quarter to
ensure
implementation is
effective
Keeping machines in
proper working order will
help ensure they do not
malfunction and cause an
injury.
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• Misconception: Put up some safety signs and floor tape and
you have implemented 5S.
Truth: 5S is so much more than applying some floor tape or
adding some labeling to shelving units. “At its most fundamental
definition, we care about 5s because it allows for 'the abnormal to
be detected.' An area that has been 5s'd, and is utilizing additional
Visual Control techniques, "speaks" to the
individual/manager/observer of the workspace. Do we have what
we need? Is something amiss? Is that gauge operating in a
desired region? Does an operator/technician need supervisory
support? Has the correct reagent been placed at the correct
location of the synthesizer? If you need to verbalize these
questions, you have opportunities for Visual Control, of which, 5S
is an element.” - Erik Laufer
• Misconception: 5s is just a Japanese way of beautifying
things.
Truth: 5S is not just a beautifying technique to make work areas
simply look better. Instead, it is more of a problem-solving
approach, which utilizes the help of various techniques and is
more of a practical way to assist in increasing value.
• Misconception: 5S is all about cleaning; it is basically
housekeeping on steroids.
Truth: Cleaning is a very miniscule component of 5S. The practice
of 5S is multifaceted and interweaves a mindset with a practical
process to assist in creating both culture and discipline.
Prevent accidents when
employees are working on
other shifts since everyone
will be used to doing things
the same way
Ensuring improvements
were properly rolled out
will help keep all the safety
benefits in place long into
the future
The table above is a very simple depiction. However, it should
provide an idea of how to take projects that were set for the
traditional 5S steps and use them to make safety (6th S)
improvements as well.
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