The 5S methodology is derived from a Japanese system that aims to bring order and organization into the workplace. The rationale behind the 5S methodology is that a workplace is more efficient when it is organized and when these standards of organization are maintained. Therefore, applying the 5S methodology means finding effective ways of sorting (seiri), setting in order (seiton), shining (seiso), standardizing (seiketsu) and sustaining (shitsuke) orderly practices in the workplace. Creativity and participation by employees in the workplace is important for the implementation this system.
InstructionsThe term 5S Methodology refers to a Japanese system for achieving and maintaining order, particularly in the workplace. The idea behind this methodology is that standard processes and standard measures of organization can help workers develop a workplace of order and efficiency.
5S Methodology is named as such because the words describing the five areas, in both Japanese and English, begin with the letter S:
While 5S Methodology originally referred to standardization among employees and how each team member supports the sense of order and structure by completing activities that fall under each of the five areas, this idea can also be applied to solo-working situations for greater personal organization. Here are examples of how each area can be applied to those who work alone.
Sort (Seiri)Picture your desk at the end of a busy workday. You may have papers, pens, sticky notes and other materials scattered about. Now think of what your desk looks like after a week of busy days. It won’t take long for you to lose all sense of order.
One way to stay on top of the mess that quickly accumulates, and to make the process of finding information more efficient, is by taking time to identify your most important materials, sort them in a way that works for your workflow and get rid of the rest. This may mean keeping a mini-filing system on your desk, organizing and filing the documents on your computer’s desktop at the end of each day, and/or being ready to throw away or recycle anything that doesn’t absolutely need to be kept — right away.
Once you have an idea of what should be kept, where it should be kept and what can get trashed, you should take time to put things where they go at the end of each day. Don’t let it accumulate; make this part of the process a positive habit.
No, you don’t have to get out the furniture polish and shine your desk when you shut down your computer for the night. This step is really just about adopting a mindset that allows you to consistently think in terms of having a clean and clear area to do your work. It also helps you avoid the distraction that comes with a messy (or dirty) workspace.
The process for maintaining organization shouldn’t be a once a week activity, or worse, something you only do when the mess and clutter get so bad you can barely work. It may seem overly simple, but by taking just five minutes at the end of each day to sort, straighten and shine your workspace, you’ll be saving yourself much more time and stress later on.
You also want to avoid many different approaches to organization, because believe it or not, too many organizational tactics can be one of the biggest causes of disorganization. Find the one or two systems that work best for you and apply them across the board.
This can be the most difficult of the steps because it requires a consistent effort. The only way to make the rest of the steps effective in developing structure is by committing to executing and maintaining them every single day.
Many of us who consider ourselves organized probably already use a similar system, potentially with modifications that work for our individual preferences. One of the variations I add to the process is to Step Back (yes, another S!). Stepping back every so often gives me a chance to look at the big picture of my organizational system to see where I can adjust and improve.
During my experience as a Lean Six Sigma practitioner, I have found that it is very important to grab the attention and the interest of participants as quickly as possible. For any Lean program to succeed, participants must immediately identify with and buy into the concepts, and learn how Lean will benefit their lives.
One way to gain this support is to begin a Lean Six Sigma implementation with a 5S event. The 5S idea of Sort, Straighten, Shine, Standardize and Sustain (or whatever the particular organization’s translation of the five Japanese terms may be) can be used to teach the general Lean concepts of waste reduction to the workforce. It also can be the organization’s best introduction to the Lean Six Sigma world. I have found that the typical shop floor participant is interested in finding out two things: 1) “Does Lean Six Sigma work?” and 2) “How will it affect me?” A 5S event can address both questions, and thus help to build backing for the program.
On the first day of a 5S event, the team members typically meet for a training presentation to learn about the virtues of Lean. They get an overview of the standard Lean tools, such as value stream mapping and work cell concepts, as well as how 5S works. The use of industry examples in this explanation phase is one way to prove that Lean works.
The logical industry example for a 5S and Lean Six Sigma training session would be Toyota Motor Corp., one of the most recognizable and successful organizations practicing Lean. However, I discovered that when I used Toyota as an example of success, I would begin to lose my audience. The idea of implementing the philosophy of a Japanese mega-manufacturer in a medium-sized Midwestern U.S. equipment manufacturer seemed a near impossibility to the floor associates. To find out how I could better translate the success of Lean concepts and philosophy to a 100-year-old American firm, I researched further into the origins of Lean Six Sigma.
It didn’t take me long to find the perfect example of Lean manufacturing in an equipment application that was more familiar to my students: the Ford Willow Run facility of the early 1940s. Charles Sorensen, the plant’s lead engineer, applied Lean manufacturing techniques to complex machinery, such as Consolidated Aircraft’s B-24 bombers, built under contract by Ford. The effort provides proof that Lean works in a relatively low-volume environment. The classical pre-war method of aircraft production yielded one bomber per day. After applying Sorensen’s basic Lean concepts – building only what is needed, when it is needed – the Willow Run facility produced one bomber per hour. The photo of the Willow Run production lines below demonstrates the use of 5S in American war production plants.
Figure 1: 5S in Practice in 1943 on the Ford Willow Run Production Line
As the 5S event is underway, it is important to emphasize the fact that 5S is more than simply cleaning up. It puts into practice the Lean philosophy of continuous improvement through the non-stop elimination of waste. Who is better to identify the waste in a particular work center than the people who work in it everyday? The 5S event allows management to illustrate how Lean empowers workers to make positive changes in their work environment.
As part of the 5S event, participants receive training in identifying wastes. They also have the opportunity to apply their education to practical situations. It is crucial for management to allow the event process to evolve as a work center team activity. The team must “do” the event, versus having the event done to them – this will allow them to understand the impact Lean will have on their work.
For example, work center associates must decide which tools and equipment will stay in the work center as part of the Sort step. With minimal guidance from the facilitator, the team must also define the location of the remaining equipment. It is important that the team take ownership of the event. It will succeed or fail based on their decisions and effort.
The Shine portion of the event will most likely uncover a maintenance need. Many times this will require the special skills of the maintenance department. If so, the facilitator should leave it up to the team to schedule the work with the maintenance group. The Standardize segment of the 5S event mandates that rules be established to ensure compliance with the Lean philosophy. Again, this provides the opportunity for work center members to control their environment. The facilitator must allow the team to define the daily and weekly actions that will sustain the 5S gains.
After the event, the team must continue to find opportunities to eliminate waste. The idea of continuous improvement does not stop with the conclusion of the 5S event. The Lean Six Sigma practitioner can challenge the work center team by asking, “How are you going to get better next week?” This can be a natural lead-in to other Lean Six Sigma actions such as total preventive maintenance, quick changeover, kanbans and process monitoring through statistical process control.
The 5S event provides the opportunity to show the workforce that Lean Six Sigma is not an abstract philosophy invented by mass manufacturers for high-volume production. Its roots lie close to home, and it was applied at a time when more than just profits were at stake.
Lean is a mindset dedicated to the elimination of waste at every level and for operations of any size. The process experts – the people who perform the actions on a daily basis – are tasked with not only identifying, but also eliminating that waste. By giving team members the empowerment to take action, the Lean Six Sigma philosophy can be fostered throughout the organization.
About the Author: Scott Smith has been a Lean Six Sigma practitioner in the capital equipment industry since 2005. He is currently employed as a Lean Black Belt at Manitowoc Cranes LLC. He can be reached at scott.smith@manitowoc.com .
