5S, A Basic Strategy for Organizational Improvement

Farhad Zargari, MD, PhD Zargari,

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5S was developed by Hiroyuki Hirano within his overall approach to production systems. Many Western managers coming across the approach for the first time found the experience one of enlightenment. They had perhaps always known the role of Housekeeping within optimized manufacturing performance and had always known the elements of best practice. However, Hirano provided a structure for improvement programes.
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The approach embodied with 5S will effect everyone and everything within an organization.

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The foundation of all good manufacturing is 5S.
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Organization. Structurize Neatness, Systematize Cleanliness, Sanitize Standardize Discipline

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Seiri Seiton Seiso Seiketsu Shitsuke
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Standardization of what belongs in the factory. Standardization of production flow. Standardization of the physical conditions of manufacturing. Standardization of the manufacturing processes. Standardization of manufacturing systems and knowledge.

5S
Seiri Seiton Seiso Seiketsu Shitsuke
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Sense of use: you just keep close to what is necessary, ie separating the useful from the useless. For what it is not necessary in the workplace or in the process only disturbs. Sense of Ordination: keep your objects in order to work, or fix what is useful, defining a place for each object. Sense of Clean: work in a clean environment, or save the clean working environment, machinery and equipment. Sense of Wellness: Take care of your physical and mental health and personal appearance, for body, mind and healthy environment represent a face of success. Sense of Self-discipline: the 5S Practice daily, making it the basis for their actions, because actions and examples that are most important and effective than words.

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Organization (Seiri) The objective of organization is to get rid of unwanted items by focusing on the core items that are needed to fulfill the requirements of the job and discard items that are not needed. This could focus on the elimination of excess inventory affecting, warehouse space, transportation, labor costs, needed items, and redundant parts, for example.

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Sorting (Seiri) Eliminate all unnecessary tools, parts, and instructions. Go through all tools, materials, and so forth in the plant and work area. Keep only essential items and eliminate what is not required, prioritizing things as per requirements and keeping them in easily-accessible places. Everything else is stored or discarded.

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Neatness (Seiton) Neatness focuses on efficiency, with the main objective being on how quickly one can get the things needed and how quickly those things can be put away. This is achieved through locating a specific place for specific items of a specific quantity, where needed.

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Straightening or setting in order / stabilize (Seiton) There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow, with equipment used most often being the most easily accessible. Each tool, part, supply, or piece of equipment should be kept close to where it will be used . Seiton is one of the features that distinguishes 5S from "standardized cleanup".
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Cleaning (Seiso) The objective of cleaning is to identify abnormalities and areas for improvement. This is achieved through a combination of cleaning the workplace and at the same time focusing on the identification of abnormalities or out of control conditions.

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Sweeping or shining or cleanliness / systematic cleaning (Seiso) Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. A key point is that maintaining cleanliness should be part of the daily work not an occasional activity initiated when things get too messy.
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Standardization (Seiketsu) The objective of standardization is to consolidate the first 3 S s by establishing standard procedures. This activity is carried out to determine the best work practices and find ways of ensuring that everyone carries out an individual activity the same best way.

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Standardizing (Seiketsu) Work practices should be consistent and standardized. All work stations for a particular job should be identical. All employees doing the same job should be able to work in any station with the same tools that are in the same location in every station. Everyone should know exactly what his or her responsibilities are for adhering to the first 3 S's.
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Discipline (Shitsuke) The objective of discipline is to sustain improvements and make further improvements by encouraging effective use of the Check-ActPlan-Do cycles. This is achieved through strict adherence to current improvements and the development of an environment for future improvements.
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Sustaining the discipline or self-discipline (Shitsuke) Maintain and review standards. Once the previous 4 S's have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S's and make changes as appropriate.
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The technique of 5S begins with a promotion plan for the sole purpose of promoting the establishment of the 5S s. This incorporates everyone within the organization from the highest level to shop floor level consisting of a blame-free environment. To instill all viewpoints at each level a steering committee is formulated and is responsible for the implementation of 5S.
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The next stage is Awareness Training focusing on the dissemination of the 5S plan and its objectives and incorporating suggestion schemes for the buy-in of all employees. An Internal Audit highlighting areas for improvement.

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