What Is the 5S System?
5S was created in Japan. The original terms were in Japanese, so English translations for each of the five steps may vary. The basic ideas and the connections between them are easy to understand however. The sequence is important as each step leads into the next. For example: Clearing out unnecessary materials in Step 1 (Sort) will provide the space needed to organize the important items in Step 2 (Set In Order). Then, once the workspace is de-cluttered and organized, dirt and grime can be removed in Step 3 (Shine). These changes to workers’ job duties and work environment should be reflected in updated procedures through Step 4 (Standardize). Finally, those new procedures won’t amount to much unless responsibility is assigned and progress is tracked — as required for Step 5 (Sustain). And with responsibility and tracking, workers will continue to apply the steps, returning to Step 1.
Step 1: Sort
The first step in the 5S process is Sort, or “seiri,” which translates to “tidiness.” The goal of the Sort step is to clear the work area by eliminating clutter and freeing up space by removing things that don’t belong.
For this step, take a close look at the items, tools, and materials in a work area. Items that are necessary or useful for the work being done in that space should be kept there. Everything else should be removed.
Some of those removed items will need to be thrown away or recycled. Other items might belong to another work process or location; they should be returned to their “homes.” However, you might find some items that you aren’t sure about. If you find an item that you can’t identify, use a red tag. “Red-Tagging” temporarily attaches a highly-visible tag to the item, which notes where it was found and when. Then, red-tagged items from all work areas are collected in a single location: a “lost and found” for tools, materials, and equipment. Items may wait in the red tag collection area for a long time.
One approach leaves items in the red tag area for thirty days. After that, a supervisor may claim the item for their own work area. If nobody wants it after one more week, the item can be removed from the facility entirely by selling it, recycling it, or throwing it away. Don’t simply store items “just in case” without a good reason, and keep track of what’s been stored.
Step 2: Set In Order
The second step, Set In Order, was originally called “seiton,” which translates to “orderliness.” A variety of names have been used in English: “Systematic Organization,” “Straightening Out,” and “Simplify,” for example. No matter what it’s called, the goal of this step is to organize the work area. Each item should be easy to find, use, and return: a place for everything, and everything in its place.
Tools that are used frequently should be stored near the place they are used. Spare equipment, supplies, and other tools that are used less often can be kept in a central location, where multiple teams can share them. Items that are typically used together (such as drills and drill bits) should be stored near each other. Each of these decisions will make sense on its own, but it may become difficult to keep track of everything. It may be helpful to create a 5S map as part of this process. The 5S map should be kept and used for reference in later steps of 5S. It should be updated over time as the work area changes.
Once storage locations are assigned, each storage area should be labeled. Label the outside of cabinet doors to help workers quickly identify what’s inside each one. Then, label any interior shelves to show where different supplies belong. The same ideas extend to rack labels, bins, and other storage systems. Many facilities use a “shadow board” for tool storage, to ensure that each tool is easy to put back in its correct storage place. With this approach, a label matching the shape and size of the tool is placed where that tool belongs. Workers can immediately spot where each item belongs and know at a glance if the item is there or not. This eliminates time wasted looking through drawers and bins for the item.
Organization can include areas of the shop floor, too. Work areas, movement lanes, and storage for supplies and finished products can all be marked with floor marking tape.
Step 3: Shine
The third step of 5S is Shine, or “seiso,” which means “cleanliness.” While the first and second steps cleared up space and arranged the area for efficiency, this step attacks the dirt and grime that inevitably builds up underneath the clutter and works to keep it from coming back. Shine moves far beyond just pushing a broom around every now and then. It involves regular cleaning of every part of the work area such as a daily wipe-down and a more thorough cleaning each week. Importantly, the Shine step is not meant to be a job for the maintenance or janitorial staff. Each worker should clean their own work area, and the equipment they use. This approach has several benefits:
Workers who are familiar with the area will quickly notice any problems that arise
Hazards or difficult situations will be understood and accounted for
Items that are out of place or missing will be recognized
Workers will tend to keep their own workspaces cleaner during normal operations
Keeping work areas clean will have many advantages. One important advantage is that it’s easy to spot leaks, cracks, or misalignments. If the people keeping the area clean are the same people who work there regularly, they will be quick to recognize any of these problems.
Leaving those problems unnoticed and unresolved could result in equipment failure, safety hazards, and loss of productivity. With the constant cleaning and inspections used in the Shine step of 5S, the system can become part of a preventative maintenance program.
Step 4: Standardize
The fourth step is Standardize, or “seiketsu,” which simply means standardization. By writing down what is being done, where, and by whom, you can incorporate the new practices into normal work procedure. This paves the way for long-term change. It’s been said that “If it isn’t written down, it didn’t happen.” Writing down the decisions that you make in your 5S program will help ensure that your work doesn’t just disappear. If you made a 5S map in the Set In Order step, that map can be part of your new standard for the area. In the same way, the process that you use for red-tagging items can be written down and included in the standards.
Writing out your decisions doesn’t mean you can’t change your mind, though. The purpose of 5S is to make your workplace better, not to make it unchangeable. You are writing the standards for your facility, and you can change them to fit new information or new business needs.
Once you’ve made decisions on how to change your work practices, those decisions need to be communicated to workers. This communication is a key part of the Standardize step. Common tools for this process include:
5S checklists – Listing the individual steps of a process makes it easy for workers to follow that process completely. It also provides a simple auditing tool to check progress later on.
Job cycle charts – Identify each task to be performed in a work area and decide on a schedule or frequency for each of those tasks. Then assign responsibility to a particular worker (or job duty). The resulting chart can be posted visibly to resolve questions and promote accountability.
Procedure labels and signs – Provide operating instructions, cleaning steps, and preventative maintenance procedures right where that information will be needed.
Step 5: Sustain
The fifth step of a 5S program is Sustain, or “shitsuke,” which literally means “discipline.” The idea here is continuing commitment. It’s important to follow through on the decisions that you’ve made — and continually return to the earlier steps of 5S, in an ongoing cycle.
The 5S approach was never meant to be a one-time event, but an ongoing cycle. This is key, because early successes in 5S can open the way for problems. If open space becomes available in the Sort step, but afterward, tools and materials are allowed to gradually fill in that space without any organization, the end result can be an even bigger mess. The solution is to apply the ideas of 5S over and over, as a routine part of normal work. That’s why Sustain is so important. Sustaining a 5S program can mean different things in different workplaces, but there are some elements that are common in successful programs:
Management support – Without visible commitment from managers, the 5S processes won’t stick around. Supervisors and managers should be involved in auditing the 5S work processes, and getting feedback from workers. They also need to provide the tools, training, and time for workers to get their jobs done right.
Department tours – Bringing teams from one department to visit other departments will help familiarize the entire workforce with the processes of your facility. This type of “cross pollination” helps to spread good ideas, and inspires people to come up with new ways to improve the 5S implementation.
Updated training – As time passes, there may be changes in your workplace, such as new equipment, new products, or new work rules. When this happens, revise your 5S work standards to accommodate those changes, and provide training on the new standards.
Progress audits – The standards that are created in the 5S program should provide specific and measurable goals. Checking on those goals with a periodic audit can provide important information and guidance. For example: Where is 5S working well? Where are teams falling behind?
Performance evaluations – Once you know your goals are reasonable, make performance part of each employee evaluation. When teams and individuals perform well, celebrate it, and post overall results so each team can see how they compare to the rest of the facility.
A Sixth “S” for Safety
Worker safety is critical. That’s why many facilities add another step to the 5S cycle: Safety. Unlike the first five steps, Safety is not a sequential step. It must be considered all the time. During the Sort phase, for example, you might decide that a given tool is obsolete because a newer version is safer to use. Likewise, during the Standardize step, work procedures need to be standardized to improve workplace safety, not just efficiency. Keeping workers safe isn’t just the right thing to do: there is a hefty monetary cost for accidental workplace injuries. A study by Stanford University found that the costs for a bone fracture can cost a company $50,000 up front, as well as another $55,000 in indirect costs. Each incident can lead to an OSHA inspection and citations, as well as an increase in insurance costs.
Read more about starting a “5S” program here: https://www.graphicproducts.com/articles/what-is-5s/
