5SSei

riorSor
t
 
5SSeiri
 
orSor ti
sthefi
rststepin5S,i
tref
erstothesorti
ngoftheclutt
erfrom theot
her
i
temswithintheworkareathatareact
uall
yneeded.Thisstagerequi
restheteam to
removeall
itemsthatcl
earl
ydonotbel ongint
hewor ki
ngar eaandonlyleavethosethat
arer
equir
edf ort
heprocessesinquesti
on.
 
5SSei
tonorSt
rai
ght
en/Seti
nor
der
 
5SSei t
on orSt
rai
ghtenisthepr
ocessoftaki
ngther
equir
edi t
emsthatareremaini
ng
aft
ertheremovalofclut
terandar
rangi
ngthem i
naneffi
cientmannert
hroughtheuse
ofergonomicpri
nci
plesandensuri
ngthatever
yit
em “
hasapl aceandthatever
ythi
ngis
i
nitsplace.”

5SSei
soorSweep/shi
ne
 
5SSei so 
orSweepist hethoroughcleani
ngofthearea,
tools,
machinesandother
equipmenttoensurethateverythi
ngisret
urnedtoa“nearl
ynew”status.Thi
swil
l
ensurethatanynon-confor
mi t
ystandsout;suchasanoill
eakfrom amachineontoa
bri
ght,newlypai
ntedcleanfloor.

5SSei
ket
suorSt
andar
dize
 
5SSei ketsu 
orstandar
dizeisthepr
ocessofensuringt
hatwhatwehavedonewithin
thefi
rstthreestagesof5Sbecomest andar
dized;
thati
sweensurethatwehave
commonst andardsandway sofworki
ng.Standar
dworkisoneofthemostimportant
pri
nci
plesofLeanmanuf act
uri
ng.

5SShi
tsukeorSust
ain
 
Thef i
nalstageis 
5SShi t
suke orsust
ain,ensuri
ngthatt
hecompanycont i
nueto
conti
nuall
yimpr oveusi
ngt heprevi
ousstagesof5S, maint
ainhousekeepi
ng,
and
conductauditsandsof or
th.5Sshouldbecomepar toft
hecultur
eofthebusi
nessand
theresponsibi
li
tyofevery
oneint heorganizat
ion.
 
Busi
nesspr ocessre-engineer
ing (BPR)isa businessmanagementst rat
egy,ori
ginal
ly
pi
oneer edintheear ly1970swi thpioneerPhil
ipCr osby
,focusi
ngont heanalysi
sand
desi
gnof  
wor kfl
ows and busi
nesspr ocesses withi
nanor gani
zat
ion.BPRaimedt o
hel
p organizat i
ons 
fundament all
yrethinkhowt heydotheirworkinordertodramat i
cal
ly
i
mprov e customerser vi
ce,cut operat
ionalcosts,andbecomewor ld-
[
1]
cl
ass compet itors.
BPRseekst
ohel
pcompani
esr
adi
cal
l
yrest
ruct
uret
hei
ror
gani
zat
ionsbyf
ocusi
ngon
thegr ound-updesignoftheirbusinessprocesses.Accor di
ngt oear
lyBPRpr oponent
ThomasDav enport(
1990),abusinesspr ocessisasetofl ogical
lyr
elatedt
asks
performedt oachieveadef i
nedbusi nessoutcome.Re- engineeri
ngemphasized
a holi
stic 
focusonbusinessobj ecti
vesandhowpr ocessesr el
atedtothem,encouragi
ng
[
1]
full
-scalerecreat
ionofprocessesr athert
haniterat
iveopt i
mizati
onofsub-processes.
Busi
nesspr
ocessreengi
neeri
ngisalsoknownasbusinesspr
ocessr
edesi
gn,
 
busi
ness
tr
ansf
ormat
ion,orbusi
nessprocesschangemanagement.

Qual
i
tyCont
rol
Lif
eCy
cle

Thequali
tycont
rollif
ecy cl
ei sanongoingcycleofplanning,moni t
ori
ng,assessing,
compari
ng,corr
ecting,andimpr ovi
ngproductsorprocesses.Itisdesignedtoi mprove
thequal
i
tyofapr oductorpr ocessthr
oughcont i
nuousr ei
nvention.Quali
tycontroli
s
usedtodevel
opsy stemst hatensurethatt
hegoodsandser vicescustomersr ecei
ve
meetorexceedtheirexpectations.

Quali
tycontrol
bothveri
fiest
hedeli
veryofgoodquali
tyandident
ifi
esgapsandf
ail
ures
thatneedtobeaddressedwithi
ntheprocess.Ul
timat
ely,
iti
sapr ocesst
hat
conti
nuouslyevol
veswithint
heproducti
onprocess.

Kaizeni
sJapaneseforconti
nuousi mprovementandi tfocusesonimprovi
ngprocesses
withsmall
changesandwi t
houttheneedf orl
ar gecapitali
nvest
ments.I
tisthebaseof
themodernLeanTheori
esandal thoughitori
ginatesfrom themanufact
uri
ngindust
ry,
themethodscanbeappliedtotheservi
ceandhospi t
alit
yindust
ryaswell
. 
Benefit
sOfTQM
 eli
minationofwastecost sandrejectpr
oducts
 eli
minationofrepairsandreworks
 reducedwar r
antyandcust omersupportcosts
 processeffi
ciencyleadingtoimprovedprof
itperpr
oductorser
vice
 fi
scaldisci
pli
net hr
oughel i
minati
onofunnecessaryst
epsandwast ef
ul
expendi
tur
e