5S Methodology

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. In the end, 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.

Origin of 5S

Toyota Production System

The 5S methodology traces its lineage to post-war Japan, where the leaders of a burgeoning Toyota
Industries (neé Toyoda Automatic Loom Works) were seeking to reduce manufacturing waste and
inefficiencies. Their solution, dubbed the Toyota Production System, encompasses a number of
methodologies that would become famous in their own right, including Just-In-Time
manufacturing, Jidoka, and the core concept of the visual workplace.
Initially, the Toyota Production System was a closely-guarded secret, but the massive economic boom
Japan experienced in the 1980s drew intense interest from foreign corporations wondering how Toyota,
the shiniest jewel in Japan's manufacturing crown, was able to build so many products, so quickly, at
such a high quality level. As a gradual, international exchange of ideas began to take shape, author and
ULVAC Inc. executive Hiroyuki Hirano devised the five pillars of the visual workplace, a concept that
would metamorphose into the 5S methodology as we know it today.

The 5S methodology has gained importance throughout the years and is now one of the basic
foundational elements of Lean, along with other Lean processes and practices such as:

 Visual Workplace

 Six Sigma

 Kaizen

 Kanban

 Gemba

 TIMWOOD

 Lean Manufacturing

Quick Answers about 5S

What is the 5S methodology?

The 5S methodology is a system for handling workplace organization. It includes 5 steps known as the 5
S's that turn organization into a step-by-step system for people to follow. This methodology is often
considered the foundation of Lean manufacturing because for a workplace to reduce waste and become
more efficient, it needs to first be organized.

What is the purpose of 5S?

The purpose of 5S is to make a workplace function better by making it an easier place to work. This
occurs by making spaces make sense; tools and materials are placed in logical locations based on who
needs them, how frequently they're needed, etc. Spaces are cleaned regularly. Cleaning and
organization become habits. When used correctly, 5S ultimately makes processes safer and more
efficient.

What does 5S stand for?

5S stands for the 5 steps of this methodology: Sort, Set in Order, Shine, Standardize, Sustain. These steps
involve going through everything in a space, deciding what's necessary and what isn't, putting things in
order, cleaning, and setting up procedures for performing these tasks on a regular basis. When there's a
plan for making 5S an ongoing effort and not just a one-time event, it can be sustained over time.

What is the 6th S?

The 6th S stands for Safety. Some businesses choose to add this step at the end of 5S to ensure safety is
a key component of work practices. Other businesses believe safety should be a part of all the steps of
5S and therefore doesn't need to be its own step. Either way, safety does play a role in 5S. Arranging
spaces in logical ways, organizing tools and materials, and cleaning regularly make it easier for people to
do their jobs without tripping, slipping, experiencing an ergonomic injury, etc.

How does 5S relate to kaizen?

Kaizen is a Lean manufacturing concept that refers to the ongoing process of "continuous
improvement." Kaizen seeks to find small ways to improve processes over time. For kaizen to work well,
everyone in a workplace participates by looking for ways their tasks could be improved.

The goal of 5S is also to improve processes. It does so by increasing organization and efficiency. This
means 5S sets a workplace up well to use kaizen. Once an organizational system exists, people can more
easily look for improvement opportunities.

Access More Questions and Answers About 5S >>

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.

5S Lean

The term 5S is often paired with Lean because 5S is a foundational part of Lean manufacturing.
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.

Visual Management

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 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 and can improve productivity. 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 self-improving" 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.

Why Lean 5S?

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.

 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.