5S Lean Methodology, Systems & Principles - Training &

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What Is 5S?
5S is a systematic form of visual management utilizing everything from 6oor tape to operations manuals.
It is not just about cleanliness or organization; it is also about maximizing e>ciency and pro@t. 5S is a
framework that emphasizes the use of a speci@c mindset and tools to create e>ciency and value. It
involves observing, analyzing, collaborating, and searching for waste and also involves the practice of
removing waste.

5S includes @ve terms that all start with the letter "S."

5S Explained: Whiteboard Animation

What Does 5S Stand For?

5S, sometimes referred to as 5s or Five S, refers to @ve Japanese terms used to describe the steps of the
5S system of visual management. Each term starts with an S. In Japanese, the @ve S's are Seiri, Seiton,
Seiso, Seiketsu, and Shitsuke. In English, the @ve S's are translated as Sort, Set in Order, Shine, Standardize,
and Sustain.

There are five key practices involved in 5S. They are as follows:
Japanese American
Term Term De.nition

Seiri Sort Sort through materials, keeping only the essential

items needed to complete tasks. (This action
involves going through all the contents of a
workspace to determine which are needed and which
can be removed. Everything that is not used to
complete a work process should leave the work
area.)

Seiton Set in Order Ensure that all items are organized and each item
has a designated place. Organize all the items left in
the workplace in a logical way so they make tasks
easier for workers to complete. This often involves
placing items in ergonomic locations where people
will not need to bend or make extra movements to
reach them.

Seiso Shine Proactive efforts to keep workplace areas clean and

orderly to ensure purpose-driven work. This means
cleaning and maintaining the newly organized
workspace. It can involve routine tasks such as
mopping, dusting, etc. or performing maintenance on
machinery, tools, and other equipment.

Seiketsu Standardize Create a set of standards for both organization and

processes. In essence, this is where you take the @rst
three S's and make rules for how and when these
tasks will be performed. These standards can involve
schedules, charts, lists, etc.

Shitsuke Sustain Sustain new practices and conduct audits to

maintain discipline. This means the previous four S's
must be continued over time. This is achieved by
developing a sense of self-discipline in employees
who will participate in 5S.
Before and After 5S Implementation
Before 5S After 5S

1. Inventory stacked far out of reach 1. Uniform bins and racking

2. Unused older inventory 2. Date tracking of inventory
3. Safety hazard; boxes stacked in aisles 3. Bin contents are labeled
4. No discernable organization such as 4. Bins, racks, and 6oors are kept clean and in
barcoding, inventory dating, color coding, or good repair
naming convention
5. Lighting in facility is su>cient
5. Trash and debris allowed to accumulate
d. Racks are low enough that ladders are not
required to access inventory

 
5S Methodology
The 5S methodology is a systematic approach to workplace
organization. This method includes the @ve steps of Sort, Set in
Order, Shine, Standardize, and Sustain. Generally speaking, the steps of 5S involve going through items in a
workspace, removing what's unnecessary, organizing items, cleaning, performing maintenance, and
making sure these things become habits. These steps should occur in this order, and there must be a plan
in place for performing the tasks associated with these steps on a regular basis. At the end of of a 5S
implementation you will see characteristic things such as policy manuals, glow-in-the-dark tape or
photoluminescent tape on the 6oor, colored bins, red tags, and 5S walks taking place. In the end, it should
all add up to e>ciency.

The 5S methodology originated in Japan and was @rst implemented by the Toyota Motor Corporation. The
methodology was developed as a way to make just in time (JIT) manufacturing possible. This type of
manufacturing intends to produce only the amount of a product that is needed, when it is needed. Having
an organized workplace that utilizes visual cues to maintain itself allows JIT manufacturing to proceed
more smoothly; in this type of environment, it's easier to see defects and move materials e>ciently.

 
Origin of 5S
Toyota Production System
The 5S methodology traces its lineage to post-war Japan, where the leaders of a burgeoning Toyota
Industries (neé Toyoda Automatic Loom Works) were seeking to reduce manufacturing waste and
ine>ciencies. Their solution, dubbed the Toyota Production System, encompasses a number of
methodologies that would become famous in their own right, including Just-In-Time manufacturing,
Jidoka, and the core concept of the visual workplace.

Initially, the Toyota Production System was a closely-guarded secret, but the massive economic boom
Japan experienced in the 1980s drew intense interest from foreign corporations wondering how Toyota,
the shiniest jewel in Japan's manufacturing crown, was able to build so many products, so quickly, at such
a high quality level. As a gradual, international exchange of ideas began to take shape, author and ULVAC
Inc. executive Hiroyuki Hirano devised the @ve pillars of the visual workplace, a concept that would
metamorphose into the 5S methodology as we know it today.

The 5S methodology has gained importance throughout the years and is now one of the basic
foundational elements of Lean, along with other Lean processes and practices such as:

Visual Workplace
Six Sigma
Kaizen

Kanban
Gemba

TIMWOOD
Lean Manufacturing

 
Quick Answers about 5S

What is the 5S methodology?

The 5S methodology is a system for handling workplace organization. It includes 5 steps known as the 5
S's that turn organization into a step-by-step system for people to follow. This methodology is often
considered the foundation of Lean manufacturing because for a workplace to reduce waste and become
more e>cient, it needs to @rst be organized.

What is the purpose of 5S?

The purpose of 5S is to make a workplace function better by making it an easier place to work. This occurs
by making spaces make sense; tools and materials are placed in logical locations based on who needs
them, how frequently they're needed, etc. Spaces are cleaned regularly. Cleaning and organization become
habits. When used correctly, 5S ultimately makes processes safer and more e>cient.

What does 5S stand for?

5S stands for the 5 steps of this methodology: Sort, Set in Order, Shine, Standardize, Sustain. These steps
involve going through everything in a space, deciding what's necessary and what isn't, putting things in
order, cleaning, and setting up procedures for performing these tasks on a regular basis. When there's a
plan for making 5S an ongoing effort and not just a one-time event, it can be sustained over time.

What is the 6th S?

The 6th S stands for Safety. Some businesses choose to add this step at the end of 5S to ensure safety is
a key component of work practices. Other businesses believe safety should be a part of all the steps of 5S
and therefore doesn't need to be its own step. Either way, safety does play a role in 5S. Arranging spaces in
logical ways, organizing tools and materials, and cleaning regularly make it easier for people to do their
jobs without tripping, slipping, experiencing an ergonomic injury, etc.

How does 5S relate to kaizen?

Kaizen is a Lean manufacturing concept that refers to the ongoing process of "continuous improvement."
Kaizen seeks to @nd small ways to improve processes over time. For kaizen to work well, everyone in a
workplace participates by looking for ways their tasks could be improved.

The goal of 5S is also to improve processes. It does so by increasing organization and e>ciency. This
means 5S sets a workplace up well to use kaizen. Once an organizational system exists, people can more
easily look for improvement opportunities.

Access More Questions and Answers About 5S >>

 
What Is Lean? 5S Principles
Lean, often called Lean manufacturing, is a method used to
identify and eliminate waste from a manufacturing process. Lean aims to remove anything from the
production process that does not add value to the end product or service the customer purchases. The
Lean manufacturing principles of eliminating waste and streamlining processes originated with the
manufacturing industry in Japan in the mid-twentieth century, and in the late twentieth century grew
popular with American businesses.

5S is a Lean manufacturing tool that serves as the foundation for all other Lean endeavors. 5S creates a
visual logic in the workplace and puts things in order so waste can easily be identi@ed.

5S Lean Manufacturing
The term 5S is often paired with Lean because 5S is a foundational part of Lean manufacturing.
Implementing 5S in a workplace makes it easier for people to navigate, @nd what they need, and keep
things organized. Once a sustainable 5S system is in place, other Lean manufacturing initiatives such as
kanban or kaizen can be implemented more successfully because the workplace is already easy to work
in. Without 5S to keep everything in order so problems are easily identi@able, other Lean efforts often see
less success. In many cases, 5S is what makes the rest of Lean possible.

Visual Management
Visual management, sometimes called visual control, is a method of managing a business that uses visual
signals to communicate important information. These visuals can include diagrams, pictograms, color-
coding, 6oor markings, photographs, and more. This type of management allows people to quickly
understand the information being conveyed. In many cases, visual management techniques make it
possible for everyone in the workplace to understand the current state of work processes. For example, a
green andon light shows a process is moving smoothly, while a red light calls attention to a problem with a
process.

5S is a form of visual control that focuses on organization and can improve productivity. Visual markings
in a storage area can help workers return materials to their proper locations, 6oor markings can create
boundaries around work cells, and signs on the 6oor can point out the proper locations for trash and
recycling bins. Using visual tools like these allows a business to communicate information to workers
without needing to actually say anything.

Visual Workplace
A visual workplace is a workspace where visual tools provide people with the information they need to
complete their work. These visuals explain the workplace so people do not need to ask unnecessary
questions. A visual workplace is often described as being "self-explaining, self-ordering, self-regulating,
and self-improving" because the visual signals it uses allow it to operate with minimal extra effort from
users. A workplace that uses 5S is often called a visual workplace because 5S is a method for making an
organizational system visual.

Why Lean 5S?

There are many bene.ts associated with the implementation and continued use of 5S. Some of the top
reasons to begin 5S include:

→ 5S is a sub-part of the entire Lean philosophy.

→ 5S is simple to start and shows the value of Lean.

→ 5S is easily recognizable by both employees and members of higher management.

→ 5S is a component of visual control, which can: recognize operational e>ciency, create

opportunities for abnormality detection, build speci@c behaviors and discipline, and
 promote new culture.

→ When a plan/vision is in place, employees know how to be effective and are able to work
towards higher levels of e>ciency.

→ 5S creates better problem-solving skills and improves employee morale and employee
engagement.

→ 5S aids in decreasing the number of workplace injuries.

Employee Involvement
Employee involvement is an absolute must for successful 5S implementation. In fact, many people may
argue that a company simply cannot be successful in 5S without total employee involvement.

Employees should be involved in nearly all stages of 5S implementation and should also be involved in all
tasks involving 5S practices and/or procedures. For instance, employees should participate in the
decision-making process such as attaching a red tag onto unneeded items. Employees should also be
utilized as a valuable resource when it comes to overall organization. It is the employees who are out on
the work 6oor each day, engaging in processes and noting both the pitfalls and peaks of each work
process.

Another large component of employee involvement includes education. Employees should not be
expected to understand and comply with the methodologies of 5S if they do not understand them or the
overall purpose.

Employee buy-in plays a huge role in the success of any 5S effort. It is critical that both employees and
management are educated on the value of 5S as a "tool" instead of just simply as a philosophy. When 5S is
viewed as a "tool," staff will begin to believe in the processes involved, which will help promote greater
levels of performance, quality, and staff 6exibility.

Costs Involved with 5S

There are two main costs involved when starting and continuing 5S. These two costs are:

→ Redirected Labor Cost - When starting a 5S project, many hours are used to help promote
employee buy-in, discuss pitfalls and barriers, create a plan of action, etc. These hours of
lost production are simply the "nature of the beast" so to speak and may easily be
recouped once 5S processes have been established and plans are carried out. This is
most easily looked at as a small donation, which will yield large results.
 → Materials and Goods Costs - Many different types of materials and goods may need to be
purchased and/or ordered to help make 5S a success. Some of these products may
include, but are not limited to: 6oor tape, industrial label printers, foam tool organizers,
shadow boards, shelving units, and whiteboards for warehouse mapping.

How to Get Started With 5S

Starting any project that involves the potential for
large changes can be somewhat daunting.
However, there are a few ways to help establish a
rich soil for abundant levels of growth.

One thing that is critical to the success of any 5S endeavor is employee buy-in. Employee buy-in essentially
means that the employees are open, willing, and have a commitment to make contributions to make the
endeavor a success. Some helpful ways to develop employee buy-in include:

Educating employees.
Providing examples and a framework for success.

Allowing employees to discuss the potential barriers and pitfalls of the recommendations.
Providing insight about how the 5S process will actually operate to help alleviate some of the
unknowns that could hinder the process.

Throughout the employee buy-in process, many teams will show excitement and interest when it comes to
discussing the pitfalls and barriers associated with the new changes. However, as this is done and details
are hashed out, great insight and information with be gathered on how to best approach the team in the
future. When pitfalls and barriers are met with a positive mental attitude, even some of the most
intimidating tasks can be conquered. It is important to remember that positive attitudes are contagious.

5S System
The 5S system of visual management has
improved organization and e>ciency in many
workplaces including manufacturing environments and o>ces. This system consists of @ve pillars—Sort,
Set in Order, Shine, Standardize, Sustain—that make maintaining the workplace in good condition a visual
process. Employees throughout an organization must contribute to the system by performing routine
housekeeping tasks throughout their workdays.

Thinking of 5S as a system—rather than just an initiative a business is trying out—can help make it
sustainable. 5S becomes part of work processes rather than something separate. It changes the way the
workplace is organized and it can change the way work is performed. In a 5S system, employees perform
5S tasks as part of their regular work.
5S Program
Many businesses decide to implement a 5S program as a way to standardize procedures, increase
orderliness, and improve e>ciency. Generally, having a team design and implement a program is effective
because people from different parts of the business bring unique perspectives. Using a team also
removes the burden of starting and maintaining 5S—which can be a large project, especially in large
organizations—from one person. The team will be responsible for tailoring 5S to the needs of the
workplace.

Each 5S program will feature visuals best suited to the work environment and its employees. For example,
programs could use 6oor markings that divide work areas from storage areas or shadow boards that
highlight where tools should be stored. A 5S program should also assign speci@c responsibilities to
employees such as cleaning a work surface daily or making sure all tools have been returned to the
storage area at the end of a shift.

This framework can be adjusted over time to improve the program based on feedback from people in the
organization.

5S Training
Employees at all levels of an organization must receive adequate training in 5S for the system to be
effective. This includes upper management, supervisors, maintenance staff, and employees on the 6oor. In
5S, everyone is responsible for doing his or her part to maintain the system, and this occurs in workplaces
where people understand the thinking behind 5S, not just the steps and tasks they must perform.

5S training should explain the pillars of 5S, its applications in the workplace, how 5S @ts in with the
company's goals, and what role each person will play in maintaining an effective 5S workplace.

Creating a Plan
A Lean mindset should be established before even starting the processes of 5S. Accountability along with
setting expectations is vital. What is expected and who and what will bene@t from the changes?

When creating a plan, it is most helpful to start out with an actual business case or reason for the changes
to be made. How will the improvement affect or bene@t the bottom line? For instance, is there time being
wasted searching for something? Or is there a lack of organization or a need for visual management?
Pinpoint some of the most relevant needs in the particular work environment.

It is important to avoid trying to get the best Standard Operating Practices (SOPs) immediately. Likewise, it
is also just as important not to impose speci@c SOPs on the teams. When employees are forced into doing
something without being asked for input or thoughts, the @rst natural reaction is to actually resist the
change.
Furthermore, many employees harbor a wealth of knowledge that could be bene@cial for coming up with
possible improvements and ideas for change. Paul Dakin, Director at Hollybush Interim Management
Services Ltd., suggests using the employees to generate the initial 5S standards. He states:

"Use the SDCA cycle (Standardize the work/Do the work to the
standard/Check the work/Act to re-standardize) to tighten down the SOP's to
get to best practice. In this way the teams own & self-manage the standards."

The team involved in doing the 5S tasks should include the members who actually work in the speci@c
area. For instance, it would not make very much sense to take a team of o>ce employees out onto the
industrial work 6oor to implement all the 5S changes needed. The team working in the area should always
be involved in the changes and improvements being made and/or considered for that speci@c area.

Tools for 5s
The following tools are examples of items that can be used for implementing a 5S program:

Shadow Boards
Shadow boards can be a helpful tool when implementing and sustaining the processes
of 5S. Shadow boards feature an outline of where tools belong and allow employees to
quickly identify which tools are missing. Shadow boards help with both tool
organization and tool accountability.

Floor Markings
Floor markings are a staple within many well-organized workspaces. Floor markings
can be used for a variety of different organizational purposes from delineating a
speci@c workspace to marking off pallet storage or even for helping pedestrian tra>c
navigate to safe areas within the work environment.

Floor markings are extremely diverse tools and are available in a variety of different
colors, sizes, strengths, thicknesses, and even shapes. Floor markings such as tape and
shapes are helpful tools in many different types of work environments such as o>ces,
auto shops, healthcare facilities, manufacturing facilities, retail environments, etc.
 Signs
The use of signage in an e>ciently run work environment is essential. Not only does
signage help increase safety, it also creates a visual environment for employees to
thrive in. Safety signs can be found in a variety of colors, shapes, and sizes and can be
found with many different common text combinations. In addition, it is even possible to
create customized signage to meet any unique marking needs. Signage may be
available as 6oor signs, wall signs, or standing signs. All signs can improve visual
communication.

Labeling
Labeling is a big component of e>cient organization for a 5S system. Virtually anything
can be labeled to help keep work areas organized, e>cient, and visual to employees. For
instance, some things that can be labeled are shelving, storage units, bins, workspaces,
pipes, etc. When labels are used strategically, employees understand where things
belong and can easily identify when something is missing.

Industrial Printers
Industrial printers assist in making printing easy, convenient, and cost-effective. Instead
of having to order labels from an outside entity, labels can be printed right in-house with
the help of an industrial label printer.

Industrial label printers are capable of printing an assortment of different sized labels
using different colored inks and can print on different types of label supply as well.
Some industrial label printers even feature thermal print heads that can create an
extremely durable, no-smudge label.

5S Tags
5S Tags, also known as "red tags," are commonly used during the Sort phase of 5S.
These tags are attached to items that no longer add value to the work facility and are
not often needed or used. This type of red 5S tag is easy to see and makes the process
of sorting through different tools, supplies, and equipment simple and straightforward.
By looking at the tags, employees can easily determine what is going to stay and what
is going to go.

5S Success Stories
→ "I was teaching 5S at a supplier and while on the line, I asked what the purpose was for a
 certain machine (an inline nitrogen system). The supervisor said it was critical to
production and needed to stay. I pointed out that the pipes connecting it to the line were
cut and that it had an inch of dust on it. We found out they had not used it in years and
they were able to sell it for around $100k.

In another Kaizen we had a centerless grinder with high variation. It was enclosed in a
cabinet so the only point at which they knew the part was bad was after the process. The
area was @lthy, so we made the entire group stop and just clean for an entire day. After
taking years of grease off the machine, we found two things, @rst, the machine was
actually green, not black, and secondly there was a window where the operator could see
the defect occurring."
- Ben Eberhart Sr. Manager Procurement Lean Six Sigma

→ "In our plant, after implementing 5S on workplaces, we wanted to engage all employees in
keeping 5S in their working areas. My task was to implement League 5S(a competition):
→ The goal of league 5S was to engage all employees in Lean and 5S activities

→ I divided plant's layout into 5S plant zones with responsible persons (production,
logistics, maintenance...)

→ De@ned team of auditors was regularly evaluating 5S status in these zones

according to questionnaire

→ 5S zones were compared to each other

→ People in the winning zone were awarded with prizes (once per 6 months)

After launch of league 5S, condition of 5S was improving from month to month. There are
many details that Lean Coordinator must follow to keep league 5S alive and well running.
3 basic rules are: TRAINING, WELL INFORMED EMPLOYEES and PROPER AWARDING
SYSTEM. For more info don't hesitate to contact me."
- Miloš R.

Understanding the Sixth S – Safety

Most people working for any type of warehouse or manufacturing
company will recognize the term 5S and immediately know it is all
about reducing waste and improving productivity. However, in addition to 5S, there is also a sixth S known
as safety.

While the sixth S is not a part of the original Lean concept developed at Toyota, the implementation of it
can help improve productivity and eliminate waste in many ways.
The 6S Controversy
Throughout the Lean manufacturing community there is some controversy about whether 6S should be a
standard or not. The argument against 6S points out that safety should be a key component of each of the
other S's, and therefore having a 6th separate S is actually redundant.

Nonetheless, those who like the idea of 6S believe that while safety should be a factor in each of the other
S's, it is important enough to warrant its own category as well. There really is no right or wrong answer, but
it is di>cult to argue that safety is not one of the most important factors in reducing waste and improving
productivity.

Hazards Are Inefficient

Here are some of the most obvious ways safety can help eliminate waste and improve productivity within
any workplace:

→ Accidents Waste Time – When there is an accident in a facility, it is typically necessary to

halt work while it is investigated. Depending on the severity of the accident, this can
cause a work stoppage for hours or even days. Obviously this is very ine>cient. Improving
safety will reduce the number of accidents, which will then improve productivity.

→ Injuries Slow Work – When someone is injured at work, they will likely have to take some
time off to recover. It may be necessary to bring someone new into the facility, which will
cost time and money. In addition, any workers' compensation that needs to be paid out
could be considered wasted money also. Even once the employee returns, he or she may
never be as e>cient again due to the lasting effects of the injury.

→ Safety Improves Organization – Many safety improvements can help a facility stay more
organized, which improves e>ciency. For example, if 6oor marking tape is used to divide
up aisles into driving and walking paths, everyone will know where they need to be. This
may allow people to travel faster, which in turn improves productivity.

→ Employee Con.dence – Employees who work in a hazardous environment are more likely
to do things slowly to help protect themselves. When employees feel con@dent that the
facility is a safe place to work, they can move at a faster pace and get the work done
properly and in a timely manner.

→ OSHA Inspections – If a work facility is found to be unsafe by OSHA, that facility is much
more likely to have repeat inspections from the agency in the future. OSHA inspections,
while important, do cause lapses in productivity. If safety can be improved, it is more likely
to receive positive results from any inspections that do occur.
Of course, there are dozens of other ways that safety can help improve the overall e>ciency of a facility.

Incorporating Safety into Lean 5S

Whether it is called 5S or 6S, safety should always be incorporated into every Lean e>ciency effort made.
One of the best ways to do this is to take a look at how all efforts with any of the @rst 5 S's will impact
safety. Every facility will have to come up with the speci@cs for how this is done, but many companies have
found that making a simple chart can be helpful.

The chart below shows how it works and how the sixth S may be adopted into use in the work facility.

5S Title Improvement Title The 6th S Impact

Sort Keep tool benches Tools will be kept in better condition and
clean using foam will therefore be safer. Also reduces the
inserts risk of accidental cuts when searching
for tools.

Set in Order Organize warehouse Being able to @nd items in the

shelving using labels warehouse quickly will reduce the risk of
items falling or someone being injured
while searching through multiple areas.

Shine Perform preventative Keeping machines in proper working

maintenance on order will help ensure they do not
machines malfunction and cause an injury.

Standardize Ensure employees Prevent accidents when employees are

across shifts are working on other shifts since everyone
performing tasks the will be used to doing things the same
same way way

Sustain Analyze 5S Ensuring improvements were properly

improvements from rolled out will help keep all the safety
previous quarter to bene@ts in place long into the future
ensure
implementation is
effective
The table above is a very simple depiction. However, it should provide an idea of how to take projects that
were set for the traditional 5S steps and use them to make safety (6th S) improvements as well.

Each Step of 5S Defined

The 5S Cycle
5S is a powerful tool in the workplace and can be adapted to @t
into any appropriate time scale (daily, monthly, yearly, etc.) as long as ongoing support is handled
correctly. Below is an in-depth exploration of each step within the 5S process and how it can be utilized to
ensure maximum effectiveness.

1) Sort / Seiri
Sort is the @rst step in any 5S process. The term sort is originally derived from the Japanese word Seiri.
Each step in the 5S process has an associated goal that can be speci@cally outlined to help guide efforts.
For the step of Sort, the goal is to remove unnecessary items from the room, station, or space being
organized. Furthermore, the sorting phase also aims to provide a clean slate on which to build and carry
out the other four steps.

Beginning the process of Sort starts out simply, as nearly everything should be removed from the target
area. Even though taking items from one space and placing them into a big pile in another space seems
like it may be making a mess, this is not true. Instead, this is the opportunity to really make decisions
about what needs to stay and what needs to go so actions can be immediately taken for items that are no
longer used or needed.

How It Works:
Industrial bins are needed for an accurate sort. Based on the standard approach, there are three to four
"bins" or sorting categories used when conducting a 5S sort.

The three or four bins are:

→ Keep: These are items used frequently and essential to the operation of the workplace
being sorted. If the target area is a supply room, tool shed, or another area that feeds into
greater business operations, employees should be evaluated on how often they draw
tools from the Sort area to utilize those items. These tools should be returned to the 5S'd
area after sorting is complete.

→ Remove: Items that are not needed and are simply taking up space should be placed in a
bin or pile to be removed. Example items might include the following: broken or outdated
tools, chemicals or components that have degraded or passed their expiration date.
 → Probation: Items in this pile or bin are being evaluated for use. A speci@c amount of time
should be set (that is appropriate to your business cycle) during which items will be
evaluated to see whether they are used often enough to keep. After the probationary
period, these items are either discarded or organized back into the original workspace.

→ To Move: This option is talked about less, but is still an important consideration for items
that may be helpful in your business. Items that are not needed often but must be on hand
for times when they are required will need to be relocated. These items will eventually @nd
new homes in other stations or rooms that make the most sense for them.

Sort Tips

→ Different spaces require different sorting frequencies. For example, a workstation should
be sorted to ensure tidiness everyday it will be used. On the other hand, a storage or @ling
cabinet may only need to undergo the initial steps of 5S monthly, quarterly, or even
annually.

→ It is important to actively audit the sorting process of any 5S'd space to ensure accuracy
and attentiveness. Sometimes, an emphasis on organization can overshadow other
important areas; be sure to check in on tool calibration, supply expiration dates, and
potential safety hazards while areas are undergoing audit organization.

2) Set in Order / Seiton

The second step of 5S is "Set in Order" which is derived from the Japanese term Seiton. This phase
focuses on placing the items deemed essential in the Sort phase back into the workstation or area in a
speci@c, well-organized manner. More importantly, Set in Order is truly about @nding the most e>cient and
sensible homes for the tools and items within that area.

Every time employees have to search around for a tool to complete their jobs, time is wasted and by
extension, the business loses money. Setting items in order in an intentional and planned way is essential
to minimizing these types of losses.

For example, imagine the importance of well-organized tools for EMTs. They need to have their most
frequently needed tools and equipment on hand and easily accessible to help save the lives of their
patients. Logical organization paired with knowledge of where tools and supplies are could literally make
the difference between life and death. While the stakes may not always be as high in a production facility,
every loss of e>ciency does bleed a business' pro@ts out little by little.

How It Works:
A good way to begin this step is to map out the area where the tools and equipment will be returned to.
During this stage, it is critical to really think about the jobs being performed in or around each station. This
knowledge should be used to map out the most convenient and comfortable areas for workers to go to or
reach towards. Employees' most frequently used tools should reside in easy-to-access areas with the least
restrictions possible. The goal is to minimize the need for employees to repeatedly reach over and
between items by placing the most frequently used tools and supplies closest to the station operator,
while opting to place less utilized items in other areas.

Set in Order Tips:

→ One excellent tool/technique for setting a workspace in order in an e>cient manner and
keeping it that way is to utilize shadow boards. Shadow boards feature outlines of tools
behind or beneath the locations where they hang or sit when stored. When an item is
removed from its speci@c location, it is easy for a worker to quickly see where to put it
back because of its silhouette. Shadow boarding can be easily applied to already existing
surfaces and pegboards where items are kept.

→ Personalize the placement of items. Workers are individuals and what works for one may
not be the most e>cient option for another. In the context of setting a workspace in order,
this could mean making adjustments to where items are stored if an employee working at
that station frequently is particularly tall or short. In addition, another consideration is to
whether an employee is right or left handed. Accommodating for this can make reaching
and maneuvering to get to tools easier, safer, and more e>cient. Asking employees
personally to get involved with decisions, or at the very least provide feedback on what
organizational setups would make the most sense for day-to-day tasks, can make a big
difference in levels of e>ciency and improve the process.

3) Shine / Seiso
Stemming from the Japanese term Seiso is "Shine," which means to sweep or sanitize. This is the third
stage of a 5S project. First and foremost, the Shine phase is basically a complete and unapologetic
cleaning of the entire workstation or space. In this phase, employees should be cleaning, dusting,
polishing, sweeping, and vacuuming along with anything else needed to attain perfect order.

How It Works:
1. In nearly any case, a clean workplace is a safer workplace. For instance, keeping 6oors clear of dust
and debris helps reduce the risk of trips, slips, and falls – an extremely common cause of workplace
injury. A clean workplace also helps counteract any potential infections or other health hazards
employees might otherwise encounter. Simply put, workplace accidents have the potential to destroy
e>ciency, and a good shining can help workers avoid them.
2. Cleaning can be used as an inspection tool. Clear expectations are necessary for positive employee
 interactions and, ultimately, results. When employees know what is expected of their workspace, they
are more likely to keep things in that state. Posting imagery nearby that shows the fully cleaned or
"shined" state of a workspace can be a helpful way to keep this communication alive even when no
one is physically present to deliver it. Furthermore, an information board can even show step-by-step
instructions for how certain areas or tools are meant to be cleaned at the beginning and/or the end of
a shift.

3. A regular and thorough cleaning helps prevent tool and machinery degradation. Not only does this
help with safety as described above, it can also ensure these items last longer. A longer natural
lifespan means less costly replacement and maintenance in the future.

Shine Tips:

→ Be proactive, not reactive. Cleaning should always be carried out on a schedule, not in
response to a workspace that has grown too cluttered to navigate e>ciently. Reactive
cleaning indicates a lack of cleaning already in progress and also suggests that workers
are unable or unwilling to stick with the schedule. Shine is not about cleaning up messes
as they arise; instead, it is more about implementing the proper cleanliness strategies to
avoid making messes in the @rst place.

→ Workers should take turns rotating into a supervisory role in which they are tasked with
ensuring that "Shine" is up to par and done in sensible ways. This team member should be
responsible for working with other members of the team on their own habits. Rotating this
job helps to keep everyone happy and involved, and it also may save managers and
supervisors time as they will not have to constantly carry out the task themselves.

→ When Shine is done properly and on schedule for a certain period of time, rewarding
workers with simple incentives (pizza parties, gift certi@cates, awards, etc.) can be an
easy way to keep the positive momentum going. This can be useful when moving forward
with the remaining 5S steps.

4) Standardize / Seiketsu
Seiketsu, Japanese for "Standardize," is the fourth step in the 5S process. This stage directly connects with
some of the closing tips from the "Shine" section, and that's because it builds on the idea of auditing and
checking in on 5S efforts regularly. Standardization is essentially "the bridge" between Shine and the @nal
step of 5S, Sustain. By standardizing the approach to 5S, it can ensure organizational efforts are sustained
in the long run. Failing to standardize procedures can lead to work becoming sloppy over time and a loss
of e>ciency.

Begin to standardize 5S operations by making the process more than a word-of-mouth agreement. This is
the time to implement a clear, universally understood system so that employees are certain about what
they are expected to do. One excellent way to do this is to design and print out 5S audit sheets that can be
used by whoever is checking an area on a given day. A checklist that asks speci@c questions about the
work area can help ensure that processes are carried out as intended.

Some questions on the checklist may include:

→ "Are all tools in their correct place on the shadow boards?"

→ "Have power tools been unplugged with their cords properly stored?"

→ "Are the necessary supplies in place for the next worker who will begin a shift at that
station?"

5) Sustain / Shitsuke

What Happens When Audits Don't Return the Desired Results?

One of the biggest concerns with standardization is that sometimes audits may come back consistently
lackluster from a 5S'd area. This is a problem, but a common one that can be addressed with relative ease.
In general, many times failure at this stage is due to failing to recognize one or more factors contributing
to disorganization. Contributing factors may include:

→ Inadequate employee training. Sometimes, it may just be that workers have not had
effective or enough training about what is expected of them. This is especially common
when not all workers were involved in the original 5S efforts. This situation can also arise
from employee turnover, which can place new employees into a position where others
would have had more training. In this case, new employees may @nd themselves unable to
keep up due to lack of knowledge or practice.

→ Lack of Time. A question to ask is, "Are current shifts and schedules allowing adequate
time to complete the set 5S tasks?" Sometimes schedules along with high demands
hinder the employees' abilities to complete organizational tasks after a shift. In these
cases, it is important to take a step back and look into other e>ciency tweaks that could
allow more time for employees to complete these needed tasks.

→ Lack of requested feedback. In the standardization process employee feedback should be

collected and responded to in a timely and genuine manner. Employee suggestions
should be taken to heart, especially if comments hint that something is not working
properly. After all, it is the employees who are tasked with keeping things in order day
after day.

The @nal step, which is known as Sustain or Shitsuke, focuses

on taking all of the previous steps of 5S, including the standardized procedures, and transforming them
into ongoing habits to ensure 5S continuous improvement. Just having a basic system in place is not
enough, and the existence of the Sustain step is a testament to this. When workers are required to do
something new in the workspace, it will not become an automatic habit right away; it takes people time to
actually form longstanding habits.

How It Works:
1. Demonstrate. Anything expected of workers should be demonstrated correctly by a trained and
knowledgeable professional. This is the portion where workers gain an understanding of what
actually needs to be done.

2. Supervised undertakings. Employees need to be worked with closely so they know what is expected.
In addition, employees should be monitored through their @rst few attempts to make sure the daily 5S
habits that are being formed are the exact habits needed and desired. Workers shouldn't be coddled
through this. Mistakes should be corrected.

3. Periodic check-ins. After the initial training, it is important to stay vigilant by utilizing the auditing
techniques established in the standardizing step to regularly ensure that things are running smoothly.
Having employees learn to properly do these checks can be helpful for positive habit forming as well.

4. Make changes as necessary. Sometimes continued undesired behavior or undesired results come
about as a consequence of a faulty system. If this is the case, @nd the fault in the original setup and
correct it as necessary.

Sustain Tips:
New Employee Training

When existing employees help train new employees, it helps refresh the tactics and practices of 5S. Thank
you Marine Engineering Training for this photo.

→ When a new employee joins a team that uses 5S, one of the best things to do is let current
employees carry out the new employee's training. Teaching someone else how to
accomplish a task requires one to evaluate his or her own knowledge, and workers can
easily spot gaps that they may have questions about. Doing this also helps reinforce the
ideas they are teaching, especially if workers have grown sloppy over time or deviated
from the original expectations.

→ Measure, don't just guess. Sustaining is about making adequate progress. The ultimate
goal of 5S is to increase e>ciency. The actual organizational steps taken on the way are
components of this goal and shouldn't overshadow the larger endeavor. It is imperative to
keep accurate tabs on whether or not the 5S effort has helped workers cut down on
production times, accident rates, missing equipment costs, etc. over time. Use actual
numbers and do not overlook the facts, even if they are not as impressive as hoped for.
 → Properly sustaining 5S is about carrying out the task or concept time and time again until
it becomes second nature. This can be a frustrating phase for both managers and
employees, so it is important to ensure communication is open, factual, and constructive,
while being free of accusations.

 
5S & Lean Manufacturing
5S originated in manufacturing environments. While this visual organization system has been adapted for
use in many workplaces including warehouses, o>ces, and hospitals, many manufacturing facilities
continue to bene@t from 5S. When combined with other Lean practices, 5S often proves especially useful.

In a manufacturing facility where employees routinely need to use tools and obtain materials, 5S plays a
signi@cant role. Visual markings make it easier to obtain those tools/materials and return them to their
storage locations after use. Visual cues such as 6oor markings (6oor tape, 6oor shapes, signs, etc.) can
also create boundaries around different areas such as those used for storing cleaning supplies, @nished
products, machinery, etc. In a fast-paced work environment, these markings can mean the difference
between a messy workplace and an e>cient one.

Each employee in the manufacturing facility is taught which 5S tasks to perform as part of his or her daily
work, and this makes the system sustainable over the long term.

Common Misconceptions
As with many other Lean strategies, the practice and implementation of 5S also features some common
misconceptions. In other words, employees and staff often confuse or misconstrue certain information
and tactics related to 5S. This is very common, but can have a direct negative impact on 5S efforts and
results. The below statements are some common misconceptions associated with 5S.

Because there are many misconceptions out there about the processes and tasks involved in 5S, it is
important to not lose track of the basics.

→ Misconception: Areas involved in 5S should be set up in ways those involved in the 5S

process believe most suitable.
Truth: Work areas should ALWAYS be set up and organized for those who will be actually
using the areas.

 
→ Misconception: 5S just means "throwing out expensive stuff" without rhyme or reason.
Truth: When it comes to 5S, there is often a big understanding gap of what's actually
worth keeping. Items and equipment should not be kept simply because they have value
to the outside world. Things should only be kept if they are of value to the organization.
 For example, if a part or tool costs $50.00 but its use is obsolete for the business and it's
not worth the labor to sell it, it should be tossed. It's hard for a lot of people to get past
that concept. - David Snyder

 
→ Misconception: 5S is "just a tool."
Truth: 5S is a tool, but it is not "just a tool." It is a comprehensive framework that
emphasizes the use of a speci@c mindset and tools to create e>ciency and value.
Everything from organization to cleanliness is looked at. In addition, it also emphasizes
the practice of being proactive versus reactive.

 
→ Misconception: 5S is "easy."
Truth: Even though the practice of 5S is usually one of the most basic and one of the @rst
Lean tools attempted by many businesses, that does not mean it is "easy." There are many
steps that need to be taken before 5S is even considered. In addition, employee
involvement is key. Employees need to "buy-in" and be willing to learn and participate as
well.

 
→ Misconception: Put up some safety signs and 6oor tape and you have implemented 5S.
Truth: 5S is so much more than applying some 6oor tape or adding some labeling to
shelving units. "At its most fundamental de@nition, we care about 5s because it allows for
the abnormal to be detected. An area that has been 5s'd and is utilizing additional Visual
Control techniques, "speaks" to the individual/manager/observer of the workspace. Do we
have what we need? Is something amiss? Is that gauge operating in a desired region?
Does an operator/technician need supervisory support? Has the correct reagent been
placed at the correct location of the synthesizer? If you need to verbalize these questions,
you have opportunities for Visual Control, of which 5S is an element." - Erik Laufer

 
→ Misconception: 5s is just a Japanese way of beautifying things.
Truth: 5S is not just a beautifying technique to make work areas simply look better.
Instead, it is more of a problem-solving approach, which utilizes the help of various
techniques and is a practical way to assist in increasing value.

 
→ Misconception: 5S is all about cleaning; it is basically housekeeping on steroids.
Truth: Cleaning is a very minuscule component of 5S. The practice of 5S is multifaceted
and interweaves a mindset with a practical process to assist in creating both culture and
discipline.