Japanese 5 S Approach

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An overview of Japanese 5 S

approach

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Content What Is 5S? Advantages

Application area

5 Steps of 5S

Seiri (Sort) Red Tag Strategy

Sorting is the cornerstone of 5S

Seiton(Set in Order)

Some guidelines to consider Label & Sign Strategy

Paint & Tape Strategy

Tool Outline Strategy

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Content

Seiso (Shine)

Seiketsu(Standardisation)

Shitsuke(Sustain)

Summary References

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What Is 5S?

A Systematic approach to workplaceorganization. Ohno, Taiichi(1988)

It originated, as did most of the elements of Lean,

within Toyota.

A cornerstone of 5S : untidy, cluttered work

areas are not productive.Samuel K. Ho,

Svetlana Cicmil, (1996).

People are happier in a clean and tidyenvironment

Hence more inclined to work hard and with due

care and attention.

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Advantages

If implemented correctly and followed diligently,5S will lead to. :

Lower costs

Better quality

Improved safety

Increased productivity

Higher employee satisfaction

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Application area

Originally developed by Hiroyuki Hirano formanufacturing companies in Japan.

the principles of 5S translate well to the

Factory

Laboratory

repair facility

even the corporate office.

Almost any workplace environment will benefitfrom the structure and efficiency that this model

provides.

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5 Steps of 5S

The elements of 5S are all Japanese wordsbeginning with the letter S.

Since their adoption within Western

implementations of Lean, various anglicised

versions of the terms have been adopted by

different writers and educators

1. Seiri (sort) .Rod Gapp et al ,(2008)

2. Seiton(Set in order).Rod Gapp et al ,(2008)

3. Seiso(Shine).Rod Gapp et al ,(2008)

4. Seiketsu(Standardisation).Rod Gapp et al

,(2008)

5. Shitsuke(Sustain)Rod Gapp et al ,(2008)7 IIM Raipur


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(Sort)

Seiri

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Seiri (Sort)

Sort is the process of removing all the itemsthat are not neededfor current production from

the workspace. Ohno, Taiichi(1988)

Involves elimination of excess materials.

Major element : a critical look at the area.

Involves cross-functional teams

Getting people to look at each others areas

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Red Tag Strategy

Items are given a tag which says what the item is

which location it is in

when it was identified in this location.

Leave the item in the area for a while

Anybody using the item notes this.

Go back some time later

Identify things that havent moved, or been used. Items which have not been used can then

potentially be disposed of or moved to alternative

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Sorting is the cornerstone of 5S

It will get rid of problems like: Tools and materials impeding workflow

Wasted time looking for parts and tools

Stockpiling unnecessary and expensive inventory

Safety hazards resulting from clutter.

Doing this first step correctly will lay the

groundwork and ensure a successful

implementation of the 5S model. Rod Gapp et al

,(2008)

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(Set in Order)

Seiton

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Seiton(Set in Order)

Process of putting everything in a placethat iseasy to get to and easy to put away. Ohno,

Taiichi(1988)

Everything should be clearly marked so that

anyone could easily find its proper home.

You begin the Set in Order phase of 5S only

when the Sort phase is complete.

Goal: To create a standardized and consistentway to store and retrieve tools and materials.

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Some guidelines to consider

If items are used together, store them together.

Put the frequently used items closest to the user.

Place items so that the users twisting and

bending is kept at a minimum when accessing

them.

Arrange tools and materials in order of use.

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Label & Sign Strategy

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Paint & Tape Strategy

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Tool Outline Strategy

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(Shine)

Seiso

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Seiso (Shine)

Principle : People are happier and hence moreproductive in clean, bright environments.

Samuel K. Ho, Svetlana Cicmil, (1996).

If everything is clean it isimmediately ready for

use.

The task is to establish the maintenance of a

clean environment as an ongoing, continuous

programme.

Cleaning is everyones responsibility.

It must be a culture that is followed from the CEO

down to the apprentice.

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Implementation of Seiso

Rod Gapp et al ,(2008)1. Create assignment map which identifies who

is responsible for which areas.

2. The second is the schedule which says who

does what at which times and on which days.

3. Preparationmaking sure the equipment

needed to clean is always available, always

ready for use.

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(Standardisation)

Seiketsu

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Seiketsu(Standardisation)

Standardize creates a system of tasks andprocedures that will ensure that the principles

of 5S are performed on a daily basis.Ohno,

Taiichi(1988)

Utilizes a set of schedules and checklists

Can be easily followed

Each step is performed exactly the same way

every day. There is no room for uncertainty

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Steps for Standardization

Ohno, Taiichi(1988) Make sure that each employee knows his

responsibilities.

Make it a part of their daily routine.

Periodic evaluation.

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(Sustain)

Shitsuke

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Shitsuke(Sustain)

Sustain is the final pillar of the 5S system

Chief objective: To give your staff the

commitment and motivation to follow each

step, day in and day out.Rod Gapp et al

,(2008)

Here are some great techniques to keep your

staff motivated:

Assign the time to do it.

Start from the top.

Create a reward system

Get everyone involved

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Summary

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References

Hirano, Hiroyuki (1995). 5 Pillars of the VisualWorkplace. Cambridge, MA: Productivity Press.

ISBN 978-1-56327-047-5.

Ohno, Taiichi(1988). Toyota Production System

(TPS). ISBN 978-0915299140.

Rod Gapp, Ron Fisher and Kaoru

Kobayashi(2008). Implementing 5S within a

Japanese context: an integrated management

system. Management Decision, Vol. 46 Iss: 4,

pp.565 - 579 DOI 10.1108/00251740810865067

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References

Samuel K. Ho, Svetlana Cicmil, (1996).Japanese5-S practice. The TQM Magazine, Vol. 8 Iss: 1,

pp.4553, DOI:10.1108/09544789610107261

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THANK YOU

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Japanese 5 S Approach