Lean Manufacturing Tools Series-"5'S" (part-2)

5S is a perfect example of a bottoms-up approach to the lean methodology. There are many businesses, particularly in manufacturing, that are incredibly disorganized, leading to massively inefficient business practices, lost time, and sometimes even workplace injuries. 5S refers to the practice of workplace organization, and the methodical process of optimizing the layout of a manufacturing plant or workstation to become the most efficient, upbeat, and productive workplace it can become.
Appropriately named, 5S is the name given to the process because each step starts with the letter „S‟. Started by Toyota in the 1960‟s, it has framed the success of many manufacturing plants. The fundamental basis behind 5S is that a person or workstation will never waste time looking for tools and equipment because everything has its own place, is appropriately labeled, and flows to the point where the tool is within reach of where the worker will find themselves when working. If 5S is implemented properly, it is common to see efficiencies increase by a solid 20-30%.






The first „S‟ is “Sort”, or “Seiri”.
 Management, or possibly the workers themselves, should go about the workplace and take note of which tools, equipment, and supplies are not needed for the everyday operation of the plant. If one is not needed, it is discarded, or at the very least,removed from the shop floor. Some tools and equipment will not be able to be discarded or removed because they are used, but only infrequently. If this is the case, then these tools should be noted as infrequently used, to be dealt with later.

The next phase is oftentimes considered the most important phase of the five. This is where
items are arranged, or 'Straightened' (or 'Seiton') systematically and methodically. All of the tools that were identified as unnecessary in the „Sort‟, phase have been discarded, so this phase
should be easy. You just simply place the tools such that workflow is maximized, and no tool is
any more than 30 seconds away from even the least experienced worker. This step is best
accomplished either by the worker that will be conducting the work or with their direct input.
It may help to include a diagram of all tools and their locations that is readily accessible for
reference for the worker during this step.
The next, and least popular stage is „Sweep‟, or Seisō. This step is where the workplace is cleaned,
and a new policy of periodic cleaning is implemented. Most manufacturing facilities find that
performing this step at the end of every shift is the ideal time for this action. The most
important aspect here is to maintain the workplace  in the order in which step 2 has identified as
being ideal.
As discussed earlier, all of the processes described here are not worth anything unless complete
buy-in by the average worker on the floor is achieved and practiced. This is where step 4 comes
in, „Standardize‟, or „Seiketsu‟. This is the step in which all personnel who will be practicing the 5 steps on a daily basis are brought completely on board and the practices are standardized by forms, procedures, personnel assignments, and workstation ownership.
The final step is that of „Sustain‟, or „Shitsuke‟. This step focuses on the requirement to maintain a constant expectation of good lean practices through feedback systems, evaluation and mentoring, training, and auditing. The company has come a long way in improving the workplace, and maintaining it in that improved state is a necessity.

It may not always be apparent as to when a company should use the 5S methodology to improve the workplace. Before any improvement is attempted, management should commission a study to improve their chances of finding the processes that should lead to a leaning of the workplace through 5S.
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Prepared By: Md. Tarikul Islam

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