Importance of the 5S Methodology

to Occupational Safety and Health:

A Case Study in a Branch of the Asia
Commercial Bank in Vietnam

Trần Trúc Ngân Cao, Susana Costa and Paula Carneiro

Abstract Modern management in companies comprises not only the quality

management system based on the ISO series 9000:2000 standards, but also the
adoption of the Total Quality Management (TQM). In the implementation of the
TQM, the concept of 5S is more and more common. The 5S methodology has
become the topic of research in the recent times. Implementation of 5S results in
immense benefits to the company. This goal of this research was to evaluate the
importance of 5S methodology to occupational safety and health through a case
study in Cu Chi Branch—Asia Commercial Bank in Vietnam. The bank has applied
ISO 9001:2000 and the 5S methodology in the management process. Insight is
provided into how the 5S has been implemented in ACB and the key factors on its
successful 5S program in workplace occupational safety and health are revealed. It
is the authors belief that implementation of 5S may be useful for organizations in
creating a well-organized, safe and healthy workplace.

Keywords 5S
Workplace
Safety
Health

1 Introduction

The organization chosen for this study is a branch of Asia Commercial Bank
(ACB) in Vietnam, located in Cu Chi District, Ho Chi Minh City. ACB is one of
the biggest banks in Vietnam. The bank achieves sustainable competitive advantage
through increased customer satisfaction and improved organizational performance.

T. T. N. Cao (&)
University of Minho, Braga, Portugal
e-mail: trucngan2410@gmail.com
S. Costa
P. Carneiro
School of Engineering, Centro ALGORITMI, University of Minho,
Campus de Azurém, 4804-533 Guimarães, Portugal
e-mail: susana.costa@dps.uminho.pt
P. Carneiro
e-mail: pcarneiro@dps.uminho.pt

© Springer Nature Switzerland AG 2020 811

P. M. Arezes et al. (eds.), Occupational and Environmental Safety
and Health II, Studies in Systems, Decision and Control 277,
https://doi.org/10.1007/978-3-030-41486-3_87
812 T. T. N. Cao et al.

In recent years, ACB has received many awards from organizations inside and
outside Vietnam, among of them was the Best domestic bank 2017 award from
Asiamoney Magazine.
Modern management in companies comprises not only the quality management
system based on the ISO series 9000:2000 standards, but also the adoption of the
Total Quality Management (TQM). In the implementation of the TQM, the concept
of 5S is more and more common. The 5S methodology first emerged following
World War II, as part of the quality movement in Japan; the goal was to eliminate
obstacles to efficient production [1]. The framework of 5S which the name comes
from five Japanese words: Seiri (sort), Seiton (set), Seiso (shine), Seiketsu (stan-
dardize) and Shitsuke (sustain) was first formalized by Takashi Osada in 1980s and
then developed by Hiroyuki Hirano in 1990s. The general concept of the 5S is that
they are intended to eliminate waste. In literature review, the 5S practice was
initiated in manufacturing and then extended to other industries and services. The
Toyota Production System provides a well-known example of 5S principles in
practice. Most Japanese 5S practitioners consider the 5S useful not just for
improving their physical environment but for improving their TQM processes as
well. Many everyday problems could be solved through applying this practice [2].
There are many examples of successful implementation of some principles of the
5S, especially in the service sector organizations, such as fast-food restaurants,
supermarkets, hotels, libraries and leisure centers. The 5S has become the way of
doing business, not only to impress the customers but to establish effective quality
processes as preconditions for good products and services [3].
The 5S methodology has become the topic of research in the recent times.
Implementation of 5S results in immense benefits to the company. Hirano [4]
proposed that six main benefits can be obtained when 5S is successfully imple-
mented: (1) product diversification; (2) high quality; (3) lower costs; (4) reliable
deliveries; (5) improvement safety; and (6) higher availability rate. The contribution
of strategic 5S program toward improving organizational climate and safety has
been highlighted [1, 5]. Other researchers have proposed adding safety as a sixth
“S” to the 5S methodology, thus creating 6S. Their reasoning is to create a dedi-
cated step to safety to ensure it is not overlooked [6]. However, 5S process involves
focusing on what can be done to eliminate risks, improving safety in work pro-
cesses by arranging objects in certain ways. As a result, the 5S workplace is high in
quality and productivity, keeps costs down, ensures delivery on time, is safer for
people to work and is high in morale [3]. When performing the 5S appropriately,
the outcome is a safe and healthy workplace. The successful 5S implementation
requires commitment and involvement from both the top management and everyone
in the organization and an efficiency guideline (regulation) to do 5S [7].
Below is a breakdown of each ‘S’ [4, 5, 8]:
Sort (Seiri): This is a process of sorting and clarifying all the tools, machinery
and other materials in the work area and keeping only essential items. Items that do
not belong to the area, damaged, broken or expired may be stored or discarded. It
leads to fewer hazards and increasing safety and health by reducing the use of
improper items or less clutter.
Importance of the 5S Methodology to Occupational Safety … 813

Set in order (Seiton): Keep needed items in the correct place to allow for easy
and immediate search [4]. There must be a place for everything, and everything
must be in its place. Tools, equipment, and materials must be systematically
arranged for easy access, thus improving ergonomics, health for employees and
decreasing safety hazards such as fire hazard or electric hazard.
Shine (Seiso): Clean up the workplace and make it “shine”. At a clean worksite
without garbage, dirt and dust, problems can be more easily identified (leaks, spills,
excess, damaged machines, etc.) It includes cleaning and caring for equipment and
facilities and inspecting them for abnormalities. At the end of each day, the work
area is cleaned up and everything is restored to its place. Create a good house-
keeping routine will inevitably resolve safety concerns, reduce hazards and bring a
healthy environment.
Standardize (Seiketsu): Set up standards for a neat, clean and healthy workplace
by developing procedures to maintain and monitor the first three S. By revising the
previous three S, one can evaluate how well they are being maintained as well as
their effectiveness. It is perhaps the most effective step in enhancing a proactive
safety program and healthy environment at the workstation.
Sustain (shitsuke): This last step is about “discipline”. Make a habit of main-
taining established procedures. It helps keeping a clean, healthy and safe workplace
in a long term, increasing employee morale and creating an organizational culture.
This paper is aimed at revealing the importance of 5S methodology to occu-
pational safety and health through a case study in Cu Chi Branch—Asia
Commercial Bank in Vietnam. The bank has applied ISO 9001:2000 (and, more
recently, ISO 9001:2015) and the 5S methodology in the management process. This
paper will provide the insight into how the 5S has been implemented in ACB and
reveal the key factors on its successful 5S program in workplace occupational
safety and health. It is the author’s belief that implementation of 5S may be useful
for organizations in creating a well-organized, safe and healthy workplace.

2 Methodology

The methodology used in this study was qualitative research in which the method of
data collection was based on participant observation and interview with a case study
in a Branch of ACB—Cu Chi Branch from December 2018 to January 2019.
The observation in this study was carried out at the workstation with photo-
graphic record collection provided by the staff of Cu Chi branch to evidence the
organizational performance.
Document analysis was used to evaluate the regulation about the 5S program and
its contribution in applying 5S. The chosen document was “WI-01/5S Instruction
for implementing the 5S program”, issued on 29 March 2017 by ACB.
The case study was also based on semi-structured interviews. The interviews
were set up over the telephone with Vice-Director who is responsible for 5S pro-
gram in the branch and six employees chosen randomly from difference
814 T. T. N. Cao et al.

departments. The main topics in the interview with the Vice-Director were: the time
applied 5S in the branch; how the manager’s concern in 5S; how 5S applied;
training programs and documents; main obstacles in applying 5S and factors
determine the successful 5S program based on their point of view. In the interviews
with employees, the main topics were: their seniority; whether they were trained 5S
or not; the frequency of doing 5S; their opinion about the 5S regulation, obstacles
and benefits in doing 5S based on their point of view. The interviews were con-
ducted with recording at the end of the working-day for about three to five minutes
each, giving the respondents freedom and comfort to speech.

3 Results and Discussion

The observation of the photographic records presented the 5S performance in the

Cu Chi branch. Although the branch is being repaired to update to a new brand
image of ACB, the branch is still in a good working condition, maintaining
cleanness and a healthy environment.
Figure 1 shows an individual desk at the end of working day.
Figure 2 shows file cabinets. The necessary and unnecessary materials available in
the workplace were sorted and classified (the first S—sort). Paper files and items were
set in order and labeled systematically (the second S—set in order). The desk was clean,
without dirt and garbage (the third S—shine). By doing the three first S, occupational
health was improved. All items in order with easy access reduced walking and
searching. Workers did not have to spend extra time finding objects with less clutter.
Figure 3 was taken under an individual desk. At every worksite, cables and
wires were tied neatly; there was not any unnecessary item near the sockets (the
second S—set in order). It helped to improve organizational safety by preventing
electrical hazards, which can cause serious injury for employees and customers.

Fig. 1 Individual desk

Importance of the 5S Methodology to Occupational Safety … 815

Fig. 2 File cabinets

Fig. 3 Under an individual

desk

Figure 4 shows the Customer Service’s room which was airy and cleaned up
without garbage, dirt and chairs in line (the second S—set in order and the third S—
shine). It led to ensure workplace hygiene, eliminate tripping and falling hazards,
which result from an unordered floor with garbage, water or other objects.
Document analysis focused on the regulation “WI-01/5S Instruction for imple-
menting the 5S program,” [9] issued on 29 March 2017, the only document related
to 5S. This document establishes standards and regulations of the 5S program,
which enhances a proactive safety program and illustrates for the fourth S—stan-
dardize. It proven to be very efficient, clear and easy to understand. In the interview,
the Vice-Director assumed that this document was easy to apply because it set up a
detailed and specific guideline to help employees know how to create a healthy
environment and prevent safety hazards. In the branch, the document was used to
guide employees in doing 5S. Five employees in the interview thought it was clear
816 T. T. N. Cao et al.

Fig. 4 The customer

service’s room

and easy to understand while one presumed need to read carefully to practice
sufficiently. The employees know exactly what to do and their responsibilities. The
regulation contributed a procedure to implement and maintain the 5S program in its
branch and department involving the responsibility of directors. It ensured the
involvement of both managers and employees, which is a key factor in a successful
5S implementation. This is evidenced in part four of the WI-01/5S: “the duration for
directors implements the 5S program at their branch is one month after the branch
was formed or relocated”; “Directors assign a control team responsible for 5S to
maintain 5S practice; Director and the control team guide employees through 5S
procedure at the workstation based on the instruction in WI-01/5S; Director and the
control team build a 5S work assignment covering all employees and all the
workplace in a branch.” The instruction was set specifically in each step of 5S: sort,
set in order, shine, standardize and sustain. Besides efficiency and productivity at
the workplace, steps of 5S also aim at building a healthy and safe workplace. This is
evidenced in the Guideline for practicing 5S at worksite and in organization of the
WI-01/5S. In the first S—sort: “classify documents, folders, newspapers…; label
damaged machines…” it could increase safety by preventing the use of damaged
machines which can cause electrical hazards. In the second S—set in order: “ar-
range working zone neatly, in order; tie neatly wires, cables; ban putting articles,
paper files near machines, plugs; ban putting unnecessary materials in a server
room…” it led to improve health and safety. Tools, material and documents will be
easily accessible, avoiding unnecessary movements and actions, thus reducing
fatigue and stress. Electrical hazards which may result in fire also could be pre-
vented with frequent checks for wires, portable electrical tools and a server room. In
case of incident or accident, in an ordered workplace, employees could identify
quicker access to alarm or rescue equipment such as fire-fighting equipment and
clear escape routes. In the third S—shine: “ensure a cleanness workplace without
Importance of the 5S Methodology to Occupational Safety … 817

garbage, spill, leak…, maintain clean and hygienic toilets…”, it led to identifying
hazards and prevent slips, trips and falls in the workplace and creating an airy, clean
environment. There was also a 5S control team in the headquarter together with one
inside a branch responsible for the routine inspections of usage of the 5S rule,
regulated at part 4 and 5 in the WI-01/5S. Accordingly, the inspection was executed
by resorting to a check list and evaluation was carried out by score frame in part 5
of the WI-01/5S. The control team inside the branch executed the inspection at least
once a month, and the one in the headquarters did at least one inspection per
trimester. It ensures each branch complies with the standards and maintains a clean,
safe and healthy workplace as well as increased the awareness of employees.
The results of the manager’s interview showed that the Cu Chi branch had been
applying 5S for over ten years. The managers paid concern to implementing the 5S
program: the Vice-Director is mainly responsible for the implementation of 5S,
whilst he supervises the employees’ performance on 5S in person, and guides
newcomers in implementing 5S. The manager played an important role in a suc-
cessful 5S program. All employees were trained at ACB’s training center, through
an e-learning program or by the Vice-Director. The Vice-Director assumed 5S
brought many benefits to the entity, especially in achieving a clean and healthy
environment for employees and customers and eliminating fire hazards. Bank
officers usually deal with many customers, with a significant workload every day.
By implementation of 5S, a free-clutter workplace was created which helped
employees reduce walk and search, through easy to get access with the needed
items. Proper equipment was used which helped to reduce the downtime due to
malfunction, accordingly reduce pressure and stress for employees in peak time.
Better hygienic conditions in a clean environment led to improved health for
employees. With frequent check in potential hazards namely fire or explosion
resulting from portable electrical equipment, safety could be enhanced. The man-
ager presumed that the obstacles in implementing 5S are training employees and
making their habit in maintaining 5S. According to her, the main factor for a
successful 5S program is the employees’ perception and the manager’s
commitment.
The interview with employees was made with six subjects from different
departments. They have different seniority from six months to eleven years. Results
of the question on whether they are trained at 5S practicing shows that there were
two juniors trained at the ACB’s training center in apprenticeship and four seniors
trained through an e-learning program. All the interviewees appreciated the benefits
of 5S in keeping a clean workplace and increasing efficiency. Three of them per-
ceived the importance of doing 5S in creating a safe workplace and eliminating
safety hazards while one interviewee’s answer did not converge in this aspect. In
daily tasks, an ordered workplace helped them reduce the loss of material and
downtime due to search of objectives and equipment malfunction, avoid unnec-
essary movements and actions. Rather, a clean environment led to improved heath.
Accordingly, fatigue was reduced and employers felt more comfortable and less
stressed. Finally, although four of them still had some difficulties, at first, in sorting
818 T. T. N. Cao et al.

and arranging, all of them perceived the need of practicing 5S to maintain a high
standard workplace. They were satisfied with the outcomes of 5S and considered
doing 5S daily as their habit, which is the fifth S—Sustain in 5S.

4 Conclusions

In sum, the authors conclude that the 5S methodology has an importance in

occupational safety and health. Tools, equipment, and materials are systematically
arranged for easy access lead to improve ergonomics, reduce fatigue due to search
of items and equipment malfunction. Frequent checks of portable electrical facilities
eliminate fire and explosion hazards. A workstation without garbage, dirt, water,
spill, leak and free-clutter decrease trip and fall hazard, helps employees identify
quicker access to alarms, communication signals, rescue equipment and clear
escape routes in case of accident. The 5S methodology can be easily applied in all
organizations due to its simplicity and easy recognition. Although the results of the
application were obtained rapidly, it sustained implementation requires increasing
the sense of responsibility and making it as an employees’ habit and organizational
culture.

Acknowledgements The primary author would like to thank the Asia Commercial Bank, the
managers of Cu Chi Branch for providing the data and insight into 5S program as well as the
School of Engineering of Minho University for supporting this study.

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