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5S methodology.
5S resource corner at Scanfil Poland factory in Sieradz.
5S is a workplace organization method that uses a list of five Japanese words: seiri (æ´ç), seiton (æ´é ), seisÅ (æ¸
æ), seiketsu (æ¸
æ½), and shitsuke (躾). These have been translated as 'Sort', 'Set In order', 'Shine', 'Standardize' and 'Sustain'.[1] The list describes how to organize a work space for efficiency and effectiveness by identifying and storing the items used, maintaining the area and items, and sustaining the new order. The decision-making process usually comes from a dialogue about standardization, which builds understanding among employees of how they should do the work.
In some quarters, 5S has become 6S, the sixth element being safety(Safe).[2]
Other than a specific stand-alone methodology, 5S is frequently viewed as an element of a broader construct known as visual control,[3]visual workplace,[4] or visual factory.[5][6] Under those (and similar) terminologies, Western companies were applying underlying concepts of 5S before publication, in English, of the formal 5S methodology. For example, a workplace-organization photo from Tennant Company (a Minneapolis-based manufacturer) quite similar to the one accompanying this article appeared in a manufacturing-management book in 1986.[7]
The origins of 5S[edit]
The scheme 'Correct Arrangement of the Tool' from a USSRCentral Institute of Labour instruction sheet, 1920-1924.
5S was developed in Japan and was identified as one of the techniques that enabled Just in Time manufacturing.[8]
Two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Osada, the other by Hiroyuki Hirano.[9][10]Hirano provided a structure to improve programs with a series of identifiable steps, each building on its predecessor. As noted by John Bicheno,[11] Toyota's adoption of the Hirano approach was '4S', with Seiton and Seiso combined.[verification needed]
Before this Japanese management framework, a similar 'scientfic management' was proposed by Alexey Gastev and the USSR Central Institute of Labour (CIT) in Moscow.[12]
![]() The 5S[edit]
There are five 5S phases. They can be translated from the Japanese as 'sort', 'set in order', 'shine', 'standardize', and 'sustain'. Other translations are possible.
Sort (seiri æ´ç)[edit]
1S â a red tag area containing items waiting for removal.
Seiri is sorting through all items in a location and removing all unnecessary items from the location.
Goals:
Implementation:
Set in order (seiton)[edit]
2S â simple floor marking.
(Sometimes shown as Straighten)
Seiton is putting all necessary items in the optimal place for fulfilling their function in the workplace.
Goal:
Implementation:
Shine (seiso)[edit]
3S â cleanliness point with cleaning tools and resources.
Seiso is sweeping or cleaning and inspecting the workplace, tools and machinery on a regular basis.
Goals:
Implementation:
Standardize (seiketsu)[edit]
Seiketsu is to standardize the processes used to sort, order and clean the workplace.
Goal:
Implementation:
Sustain/self-discipline (shitsuke)[edit]
Shadow Board (with tools' outline) and worker's movement that is being used in Production floor
Shitsuke or sustain the developed processes by self-discipline of the workers. Also translates as 'do without being told'.
Goal:
Implementation:
Variety of 5S applications[edit]
5S methodology has expanded from manufacturing and is now being applied to a wide variety of industries including health care, education, and government. Visual management and 5S can be particularly beneficial in health care because a frantic search for supplies to treat an in-trouble patient (a chronic problem in health care) can have dire consequences.[13]Although the origins of the 5S methodology are in manufacturing,[14] it can also be applied to knowledge economy work, with information, software, or media in the place of physical product.
5S in lean product and process development[edit]
The output of engineering and design in a lean enterprise is information, the theory behind using 5S here is 'Dirty, cluttered, or damaged surfaces attract the eye, which spends a fraction of a second trying to pull useful information from them every time we glance past. Old equipment hides the new equipment from the eye and forces people to ask which to use'.[15]
See also[edit]References[edit]
Retrieved from 'https://en.wikipedia.org/w/index.php?title=5S_(methodology)&oldid=944406030'
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