5S: The Japanese Success Secret
Implementing the 5S Methodology: Unleashing Japanese Efficiency and Success
The 5S approach is a tool for continuously developing lean management procedures, and its goal is to establish an ergonomic working environment and consistent high-quality processes. At the same time as it is a set of 5 straightforward rules, it also serves as a tool for visual workplace control.
The discovery of 5S was laid by Toyota Motor Company as a part of their Toyota Production System (TPS). In the late 1980s, researchers at The Massachusetts Institute of Technology started studying into the future of automobile and in turn came upon the secret of success of Japanese manufacturing companies. For long the western researchers commonly encountered the problems of high absenteeism, high turnover, demotivated employees, cluttered environments, and errors in processes.
5S turned out to be the best kept “secret”. The factories were well organized and abnormal situations were readily apparent. The equipment was so clean and well maintained that problems such as loose bolt or an oil leak could be checked easily. The devotion to cleanliness and orderliness became a benchmark of Japanese organizations.
The 5S Principles
1. Seiri — Sort
2. Seiton — Straighten
3. Seiso — Shine
4. Seiketsu — Standardize
5. Shitsuke — Sustain
Seiri (Sort) — Just what is required, only in the quantities required, and only when required. Eliminate non-essential items from workplace. The goal here is to have an uncluttered workplace. Use the “Red Tag Technique”.
· Identify an area that needs 5S and take “before” pictures
· Give staff red labels and ask them to go through every item in the workplace. Ask them if materials are required and in what quantity
· The items not required are red tagged and stored in a red tag area
· Take “after” pictures
Seiton (Straighten) — Create well-ordered and visually immersive workplace. The goal is to minimize waster and human errors.
· Take “before” pictures
· Organize layout of tools and equipment by utilizing designated locations, labels, color-coding etc.
· For example — Tools classified according to frequency of use, ease of access of safety equipment, position of aisles clearly marked
· Take “after pictures”
Seiso (Shine) — Create a spotless workplace. Identify and remove the sources of dirt and grime. The goal is to remove the need to clean and to minimize sources of contamination.
· Definition of “clean”
· Taking “before” pictures
· Identifying areas of contamination
· Implementing the “definition of clean”
· Take “after” pictures
Seiketsu (Standardize) — Generating a maintenance system to implement the first three principles. The goal is to create processes, checklists, and schedules to maintain a productive workplace that is visually engaging and has reduced waste, human errors.
· Brainstorming for any changes to implement
· Regularly auditing via checklists and measures of housekeeping
· Making all the stakeholders aware of the new standards
Shitsuke (Sustain) — Maintaining the discipline and other procedures. The goal is to automatically regulate activity and continuously improve.
· Monitor processes established at Standardize phase
· Expand, Evaluate and Refine the 5S practices to other work areas
· Recognize efforts via rewards
Advantages of 5S
There are myriad advantages in implementing the 5S methodology. If tools and materials are conveniently located, operators spend less time looking for their items. This leads to higher workstation efficiency which is a fundamental goal in mass production.
Visual management system assists in identifying and controlling abnormalities. The process becomes simple, and identification of problems becomes easier. A clean and tidy workplace leads to greater wellbeing and increased motivation among employees.
5S helps in creating a workplace ownership and improving the company image. It minimizes the chances of accidents, mistakes, and deviation as due to its sustained advantage the operators know the processes and where the rightful equipment is situated.
5S helps in producing measure benefits. For instance, time how long it takes to find goods in the workplace before 5S and then time how long it takes once the workspace has been enhanced.
Conclusion
5S is considered as the foundation of all QC tools. It is possible to develop, implement, and sustain an employee-friendly workplace using the 5S technique as a Lean Management and Lean Manufacturing tool. The establishment of a well-structured system is made easier by appropriately acting in accordance with the 5S principles.
Because the costs of operations involved in 5S are so minimal in comparison to the advantages, the cost of implementing the full system is quite modest. The 5S method of managing tools and resources is efficient and can enhance housekeeping, environmental conditions, health and safety standards, productivity, and quality.
References
1. http://sdpg.pg.gda.pl/pij/files/2013/10/03_2013_18-falkowski.pdf
2. https://er.indianrailways.gov.in/uploads/files/1594536273563-5S%20presentation.pdf
3. https://trid.trb.org/view/355692
4. https://www.mscdirect.com/betterMRO/safety/5s-%E2%80%94-red-tag-technique