The 5S is an essential component of both the Kaizen method and another lean

approach. This strategy, which has been simplified into five straightforward steps,
can assist any group in streamlining their operations and achieving greater levels of
success. The "5 S" are an essential component of lean management. In my
perspective, beginning with the 5 S's establishes a solid foundation upon which
further transformation and development projects can be built. The introduction of
software designed to assist in flow management was preceded by the virtualization
of the physical kanban board that was used to regulate the flow of knowledge work.
When a batch of components came close to being depleted, the kanban card would
cease to exist in the form of a physical card, which served as a notice that it was
time to replace the local supplies. Instead, the kanban card has evolved into a
metaphor for the process itself, despite the fact that it is still a physical card. to
apply the 5 S to a Kanban board as a virtual workplace?

Seiri – Sort
While developing their board and learning how to use the software
application, teams often create unneeded columns, lanes, or structures.
These adaptations may be fun for team members, but they're
ultimately harmful. The board must be rearranged to remove these
sections. The team should reuse or remove any irrelevant defaults. I've
seen two data presentation methods. Work items were categorized by
type using card color and swimlane colour.
Orthogonality of blocker, card, template, and sticker kinds can be
investigated. Ad hoc type construction is troublesome since it often fails
to consider reuse. Lack of consideration and oversight can result in a
long, repeated, disordered list of types. Perhaps a shorter, more
manageable list might benefit the team.
Seiton – Set in Order, Straighten

Rearranging board components can help achieve aims. I've seen

consumers automate boring operations when card templates offered
an easier, more beautiful, and cheaper option.

Consider the order of workflows and swimlanes when a team has

complex card or initiative-level operations (this can be done with a
software solution like Kanbanize). The human eye is drawn to a
picture's elements in a precise order. Sequentially, the parts gain
importance.

I'd also organize visual data logically. Unless you're working alone or
with a small team, a board will usually have more data than can be
seen at a glance. Kanbanize may disclose and hide data in several ways.
To visualize the state of work, you must click on a process heading,
expand or contract a column, or scroll the window. I strive to use every
inch of a Kanban board.

To make sure the board can be utilized to make decisions about

managing work flow, examine all the visualization options. If you're
presenting info you rarely use, consider using that screen space for
something else.

Seiso – Shine

In addition to this, you should make an effort to beautify and declutter

the virtual area you use. What happens to cards once they've been
finished but before they've been archived? Are there any ways in which
they can be useful? Is there a way to ensure that your cards always
represent the most recent status of your work? If yes, what are some of
the possible solutions? As an illustration, a customer previously
inquired about the possibility of "correcting" the completion date of a
card after a user had moved the card to the Done column a week after
it had actually been done. The customer believed that it should be
possible to "fix" the date.
What takes place with canceled cards or cards that have a temporary
need for a holding space? Is this considered a mandatory
administrative duty, or is it something that gets done whenever there's
a free moment?
When working in a virtual environment, it is absolutely necessary to
take measures to ensure the confidentiality and safety of sensitive
information. You may rest comfortable that all of the information
captured by your software tools about the development of each work
item is accurate and comprehensive if you have a clean board and do
your best to keep it that way.

Seiketsu – Standardize

Imagine you work for a firm with many boards and teams. You may
need to strike a compromise between allowing teams to act
independently and self-organize and providing executives with
consistent, useful data.

Teams can create their own cards and tokens, such a blocker token. In
certain circumstances, only the name differentiates two blockers. All of
these objects will serve the same purpose and be treated consistently.

Standardization can also benefit in other ways. A naming system for

cards, boards, or card templates can improve visualization and
program use. Guidelines for using the description fields could save
time. In the description areas of columns, lanes, and board policies, it's
helpful to indicate how and why a setting was chosen. Such expertise
guides new product development. decisions about whether the object
in question should be conserved, modified, or deleted.
Shitsuke – Sustain
A group's office environment must be dynamic and ever-evolving to
coordinate tasks. All of the above tasks must be integrated into an
organization's ongoing adaptability to shifts in mission, competitive
position, customer wants and expectations, team composition, and
team capabilities. Certain teams can maintain a board or boards as part
of the Service Delivery Review. As an intangible category of service
labor, the 5 S might be evaluated regularly. Other rhythms and ad hoc
adjustments should be avoided until the team understands and
appreciates the5S
 Record flow
measurements

Re sort, Re
straighten , Re
Analyse flow
standardize, re
shine

Decide on
improvements
and update
board