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5S(methodology)Wikipedia

5S(methodology)
FromWikipedia,thefreeencyclopedia

5Sisthenameofaworkplaceorganizationmethodthatusesalistof
fiveJapanesewords:seiri,seiton,seiso,seiketsu,andshitsuke.
TransliteratedintoRomanscript,theyallstartwiththeletter"S".[1]
Thelistdescribeshowtoorganizeaworkspaceforefficiencyand
effectivenessbyidentifyingandstoringtheitemsused,maintaining
theareaanditems,andsustainingtheneworder.[2]Thedecision
makingprocessusuallycomesfromadialogueabout
standardization,whichbuildsunderstandingamongemployeesof
howtheyshoulddothework.
Insomequarters,5Shasbecome6S,thesixthelementbeing
safety.[3]

5Smethodology.

Otherthanaspecificstandalonemethodology,5Sisfrequently
viewedasanelementofabroaderconstructknownasvisual
control,[4]visualworkplace,[5]orvisualfactory.[6][7]Underthose
(andsimilar)terminologies,Westerncompanieswereapplying
underlyingconceptsof5Sbeforepublication,inEnglish,ofthe
formal5Smethodology.Forexample,aworkplaceorganization
photofromTennantCompany(aMinneapolisbasedmanufacturer)
quitesimilartotheoneaccompanyingthisarticleappearedina
manufacturingmanagementbookin1986.[8]

Contents
1 The5S
1.1 Sort
1.2 SetInOrder
1.3 Shine
1.4 Standardize
1.5 Sustain
2 TheOriginsof5S
3 Varietyof5SApplications
4 5SinLeanProduct&ProcessDevelopment
5 Seealso
6 References

Toolsdrawerata5Sworkingplace.

The5S
Anexampleofredtagarea.

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Therearefive5Sphases:TheycanbetranslatedfromtheJapanese
as"sort","setinorder","shine","standardize",and"sustain".Other
translationsarepossible.

Sort
Makeworkeasierbyeliminatingobstacles.
Reducechancesofbeingdisturbedwithunnecessaryitems.
Preventaccumulationofunnecessaryitems.
Evaluatenecessaryitemswithregardtocostorotherfactors.
2Ssimplefloormarking.
Removeallpartsortoolsthatarenotinuse.
Segregateunwantedmaterialfromtheworkplace.
DefineRedTagareatoplaceunnecessaryitemsthatcannotimmediatelybedisposedof.Disposeof
theseitemswhenpossible.
Needfullyskilledsupervisorforcheckingonaregularbasis.
Wasteremoval.

SetInOrder
Arrangeallnecessaryitemssothattheycanbeeasilyselectedforuse.
Preventlossandwasteoftimebyarrangingworkstationinsuchawaythatalltooling/equipmentis
incloseproximity.
Makeiteasytofindandpickupnecessaryitems.
EnsurefirstinfirstoutFIFObasis.
Makeworkflowsmoothandeasy.
Alloftheaboveworkshouldbedoneonaregularbasis.
Maintainsafety.

Shine
Cleanyourworkplacecompletely.
Usecleaningasinspection.
Preventmachineryandequipmentdeterioration.
Keepworkplacesafeandeasytowork.
Keepworkplacecleanandpleasingtoworkin.
Wheninplace,anyonenotfamiliartotheenvironmentmustbeabletodetectanyproblemswithin50
feetin5secs.

Standardize
Standardizethebestpracticesintheworkarea.
Maintainhighstandardsinworkplaceorganizationatalltimes.
Maintainorderliness.Maintaineverythinginorderandaccordingtoitsstandard.
Everythinginitsrightplace.
Everyprocesshasastandard.

Sustain
Notharmfultoanyone.
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Alsotranslatesas"dowithoutbeingtold".
Performregularaudits.
Traininganddiscipline.
Trainingisgoalorientedprocess.Itsresultingfeedbackisnecessarymonthly.
Selfdiscipline

TheOriginsof5S
5SwasdevelopedinJapanandwasidentifiedasoneofthe
techniquesthatenabledJustinTimemanufacturing.[9]
Twomajorframeworksforunderstandingandapplying5Sto
businessenvironmentshavearisen,oneproposedbyOsada,the
otherbyHirano.[10][11]Hiranoprovidedastructuretoimprove
programswithaseriesofidentifiablesteps,eachbuildingonits
predecessor.AsnotedbyJohnBicheno,[12]Toyota'sadoptionofthe
Hiranoapproachwas'4S',withSeitonandSeisocombined.
IncaseofdevelopmentoftheJapanesesystemofmanagementwere
usedAlexeyGastev'sdevelopmentandtheCentralInstituteof
Labour(CIT)inMoscow.[13]

Varietyof5SApplications
Thescheme"CorrectArrangementof
5Smethodologyhasexpandedfrommanufacturingandisnow
theTool"fromaCITinstruction
beingappliedtoawidevarietyofindustriesincludinghealthcare,
sheet,19201924.
education,andgovernment.Visualmanagementand5Scanbe
particularlybeneficialinhealthcarebecauseafranticsearchfor
suppliestotreatanintroublepatient(achronicprobleminhealthcare)canhavedireconsequences.[14]
Althoughtheoriginsofthe5Smethodologyareinmanufacturing,itcanalsobeappliedtoknowledge
economywork,withinformation,software,ormediaintheplaceofphysicalproduct.[15]

5SinLeanProduct&ProcessDevelopment
Theoutputofengineeringanddesigninaleanenterpriseisinformation,thetheorybehindusing5Shereis
"Dirty,cluttered,ordamagedsurfacesattracttheeye,whichspendsafractionofasecondtryingtopull
usefulinformationfromthemeverytimeweglancepast.Oldequipmenthidesthenewequipmentfromthe
eyeandforcespeopletoaskwhichtouse"[16]

Seealso
Justintimemanufacturing
Kaikaku
Kaizen
Kanban
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Leanmanufacturing
Muda

References
1."WhatIs5S?Sort,SetInOrder,Shine,Standardize,Sustain".
2."5SComprehensiveEducationandResourceCenter".
3.Gapp,R.,Fisher,R.,Kobayashi,K.2008.Implementing5SwithinaJapaneseContext:AnIntegrated
ManagementSystem,ManagementDecision.46(4):565579.
4.Ortiz,ChrisA.andPark,Murry.2010.VisualControls:ApplyingVisualManagementtotheFactory.NewYork:
ProductivityPress.
5.Galsworth,GwendolynD.2005.VisualWorkplace:VisualThinking.Portland,Ore:VisualLeanEnterprisePress.
6.Greif,Michel.1989.TheVisualFactory:BuildingParticipationthroughSharedInformation.Cambridge,Mass.:
ProductivityPress.
7.Hirano,Hiroyuki,ed.1988.JITFactoryRevolution:APictorialGuidetoFactoryDesignoftheFuture.
Cambridge,Mass.:ProductivityPress.
8.Schonberger,RichardJ.1986.WorldClassManufacturing:TheLessonsofSimplicityApplied.NewYork:Free
Press,p.27.
9.Hirano,Hiroyuki.1988.JITFactoryRevolution:APictorialGuidetoFactoryDesignoftheFuture.
10.Hirano,Hiroyuki(1995).5PillarsoftheVisualWorkplace.Cambridge,MA:ProductivityPress.ISBN9781
563270475.
11.Osada,Takashi(1995).The5Ss:FivekeystoaTotalQualityEnvironment.US:AsianProductivityOrganization.
ISBN9283311167.
12.Bicheno,John.NewLeanToolbox:TowardsFast,FlexibleFlow.Buckingham:PICSIE.ISBN97809541244
10.
13.Managingmodernity:work,community,andauthorityinlateindustrializingJapanandRussia,RudraSil,
Publisher:AnnArbor,Mich.:UniversityofMichiganPress,2002.(http://www.worldcat.org/title/managingmod
ernityworkcommunityandauthorityinlateindustrializingjapanandrussia/oclc/231965117)
14.Graban,Mark.2012.LeanHospitals:ImprovingQuality,PatientSafety,andEmployeeEngagement.BocaRaton,
Fl:CRCPress.
15."CEITONProfile".
16.Ward,Allen(March2014).LeanProductandProcessDevelopment(2nded.).Cambridge,MA:LeanEnterprise
Institute.p.215.ISBN9781934109434.

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