The document discusses the 5S methodology, which originated in Japan and aims to establish workplace order and standardization. It describes the five steps of 5S - Sort, Set In Order, Shine, Standardize, and Sustain. The 5S methodology helps eliminate waste and improve efficiencies by creating a well-organized visual workplace with standardized processes through these five steps. It was popularized in 1980 and derived from the Japanese words for the five steps. The document provides details on how to implement each step of 5S.

1. 5S
Prashant Uttarkar
The 5S methodologies have been around for quite some time now, helping millions
of companies eliminate waste and improve efficiencies. It results in a well-organized
workplace complete with visual controls and order. 5S originated with Japanese
inventor Sakichi Toyoda–the founder of Toyota who is also known as the “father of
the Japanese industrial revolution.” The use of this tool was started in 1972 by Henry
Ford in the United States as the CANDO programme: Cleaning up, Arranging,
Neatness, Discipline and Ongoing improvement.
5S is believed to have started as early as the 16th century with the Venetian
shipbuilders in Venice, Italy. They used quality inspection techniques in an assembly
line approach to manufacturing ships for the royal navy, workers used quality process
production to build ships in hours instead of days or weeks.
The technique was popularized as ‘Japanese 5S’ in 1980 by Hiroyuki Hirano. 5S was
developed by Hiroyuki Hirano within his overall approach to production systems. As
noted by John Bicheno, Toyota's adoption of the Hirano approach. Hiroyuki Hirano
devised the five pillars of the visual workplace, a concept that would metamorphose
into the 5S methodology. In Japan it is also called ‘workplace management’. It said
as “a place for everything and everything in its place, when you need it”.
5S is a one of innovation concept that derived from the five Japanese words Seiri
(Sort), Seiton (Set in order), Seiso (Shine), Seiketsu (Standardize) and Shitsuke
(Sustain). The pioneer of Five-S concept is Mr. Takashi Osada.
1S: Seiri / Sort- Keep away the whole rubbish and unrelated materials from the
workplace.
Sorting is the first step-removing all surplus items from the work centre which are
not needed for the immediate continual operations. Separation process is helpful in
determining the necessary materials at the present or the future and should be stored
in a designated storage area. Effective tool: Red Tags.
A good rule of thumb is: “If you do not use it on a daily basis, throw it out.” Leave
only the things you absolutely need to get your job done.
Red Tags: Identification of necessary items and separating unwanted items with help
of red tag.
 Attach a red tag to each item that is unneeded or does not belong in the
area.
 Attach a red tag to each item that belongs in the area but DOES NOT
have an identified storage area.
 Fill out each tag to describe what each item is and why it was tagged.
 Record all the tags and their description in the “5S Tag Log.”
This will create more free space and hidden problems can be identified and this
indirectly avoid accidents thereby increasing safety.
2S: Seiton /Set in order- Arrange everything needed in the workplace in right
place to capture and storage things easier.
Objectives: Forming a regular workplace, avoiding time loss while searching for
material and so improving the efficiency.
Goal: To create a standardized and consistent way to store and retrieve tools and
materials.
Set in order helps the workers to save time and to gather the required items. i.e.
Example:
 Line Mark: Painting the floor helps to identify the places of storage of
each material or transport ways. Eg. Yellow colour use
 Tool Outlining: Drawing out the shapes of tools makes possible the
quick putting aside them on the constant places.
 Label or Signs: Colouring labels permit to identify the material.
 Tool/ Accessory Foam: Spare parts or documents.
 Shadow board: Tools, equipment, and materials must be systematically
arranged for the easiest and the most efficient access.
Advantage: process improvement (increasing of effectiveness and efficiency),
Shortening of the time of seeking necessary things.
3S: Seiso /Shine-. Now it’s time to sanitize with Shine, Clean the working space
and look for ways to keep it clean. The best times for cleaning are the beginning of
shift, end of shift or after meal.
Objective: To identify and eliminate the root cause of waste, dirt and damage as well
as clean up the work station.
In the 5S system, cleaning is everyone’s responsibility. Divide the total area in
zones and allocate responsibility for cleaning for each zone. By implement this step,
two things will happen:
1. Your employees will like coming to work in a clean environment.
2. Because you are keeping the equipment and your surroundings in great shape,
you will have fewer injuries and fewer equipment breakdowns.
4S: Seiketsu /Standardize- This rule obliges you to respect the previous 3S,
without which you cannot go to the next step and by creating the guidelines for Sort,
Set in order, and Shine and this is called “Standardize”. Standards should be very
communicative, clear and easy to understand.
Goal: Is keeping, standardize, and preventing from this present order and regularity.
Objective: To create standard procedures throughout the operation, so that
operators can always perform their daily tasks in the same manner.
In order to maintain the first 3Ss, management must be ensured to document support:
this presents all the procedures and principles to follow, and sets out the routines
which are to be fully implemented in the operators’ practice. Standard instructions
should be in the context of a picture to make it even more simplistic and easier to
update, requiring less administrative work and it will improves work efficiency.
Helps in reducing educating the new person joining the area on standard method in
practice.
5S: Shitsuke / Sustain- It is the most difficult S to implement and achieve the
goal. It is personal discipline to follow the standards and to continue the above 4S’
throughout the lifetime.
 It tries to prevent fall back because of disinterest of employees.
 Promotes habits for complying with work place rule and procedure.
 Fosters a commitment to continuous improvement.
Always Practice (Shitsuke): Train employees disciplined for practicing 5S system
continuously so that the habits and culture within the organization. People tend to
resist change and even the most well-structured 5S plan will fail if not constantly
reinforced. It creates an educating, co-operating, discipline system and inspection for
protecting the best present situation.
Conclusion:
Driving a 5S-style approach, the problems and complaints through the work flow will
decrease and the communication between the personnel will be simplified. The
savings will be obtained in the size of the required working environment, important
drops will be observed in the operation cost.
Beneficial effects such as cleaner, organized, efficient workplaces for enhanced
safety and increased productivity; reduction of inventory and supply costs and
recapturing of valuable spaces and minimizing overhead costs. Sustain is a key to
success.
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