UNIVERSIDAD TECNOLÓGICA DE DURANGO

INDUSTRIAL PROCESSES
ÁREA:
MANUFACTURA

MANUFACTURING TOPICS
“5´s tool”

BY:
ANDRES DAVID ROSALES TERRAZAS

TEACHER: DR. JOSE ANTONIO RUVALCABA GRANADOS

GENERACIÓN 2021-2024

VICTORIA DE DURANGO, DGO. OCTUBRE DE 2022

 The name of the 5S methodology comes from the Japanese terms for the five basic
elements of the system:
1. Seiri (selección)
2. Seiton (sistematización)
3. Seiso (limpieza)
4. Seiketsu (normalización)
5. Shitsuke (autodisciplina)
Although the term was coined in 1980 by Takashi Osada the 5S, tool originates from
Japanese philosophy (Falkowski & Kitowski, 2013), it emerged after World War II as part
of the quality movement (Michalska & Szewieczek, 2007).
The 5S methodology refers to a business concept in which the objective is to minimize the
amount of time and resources used in the manufacturing processes and other activities of
a company, and its emphasis is on eliminating all forms of waste.
They are a world-renowned tool initially implemented in Japanese industries, thanks to the
impact and change they generate both in the companies and in the people who develop
them; they focus on enhancing the learning of people who work in organizations thanks to
their simplicity and agility by making small changes and improvements in order to
experiment and learn with them

Explained more thoroughly

Seiri (Ranking)
You must separate the useless and unnecessary elements around you and only keep what
you are going to use to work. It can be in your work area, on your computer, or on your
phone.

Seiton (Order)
Arrange better the elements that you are going to occupy and organize the place where
you are going to work to avoid interruptions, errors and waste of time. Whether it's
organizing your materials in folders that allow you to find everything you need quickly or
using an agenda that allows you to complete your to-do list; the joke is that you have a
functional system.

Seiso (Cleaning)
Completely remove dirt and promote this neatness in your personal grooming, the
presentation of your work and the area where you perform your tasks.
Seiketsu (Normalization)
Try to be aware that consistency is key to avoiding possible anomalies and preventing any
disorder or mishap in the future.

Shitzuke (Maintain discipline)

It allows you to encourage new habits and ensures that you continue your efforts to
improve your work. There can always be something that helps make a task more efficient
and productive.
Although the 5S method was initially used for car assembly, its adaptability has allowed it
a practical application that anyone can carry out with a minimum investment of time.
Try to do it in your work and see the difference that a few changes can make for you, we
assure you that you will soon have better results in your work quality and performance.

How to implement them?

1. Eliminating what is useless.
Seeing if we can reuse or recycle it. As a last option, it is discarded
2. Assign a place to everything that remains after the elimination.
At our side what is frequently used or difficult to manipulate. Away from us what we rarely
use or is light to carry.
3. Clean and inspect for leaks and debris.
If we detect any, we have to correct it or, failing that, notify the management immediately.
4. Respect the rules and improve standards.
It is essential that all company personnel be aware that the entire production plant
(workshops and offices) is the first showcase for our customers. On the other hand, the
Management must assume that working conditions are a key factor of quality and
efficiency.

Conclusions
The 5S methodology is part of the techniques of the Production Management System or
Lean Manufacturing, each of the techniques are interrelated in the process of continuous
improvement, in each of the jobs. The achievement of results depends on the leadership
of senior management, and the participation and commitment of the entire human team of
the organization.

Referencias
https://spcgroup.com.mx/como-implementar-las-5ss-en-tu-empresa/#1651184080608-
4af05d17-d384
Antosz, K. & Stadnicka, D. (2017). Lean Philosophy Implementation in SMEs – Study
Results. Procedia Engineering, 182, 25-32. DOI:
https://doi.org/10.1016/j.proeng.2017.03.107
Alefari, M.; Salonitis, K. & Xu, Y. (2017). The Role of Leadership in Implementing Lean
Manufacturing. Procedia CIRP, 63, 756-761. DOI:
https://doi.org/10.1016/j.procir.2017.03.169