Introduction

5S is a system to reduce waste and optimize productivity through

maintaining an orderly workplace and using visual cues to achieve
more consistent operational results. Implementation of this method
"cleans up" and organizes the workplace basically in its existing
configuration, and it is typically the first lean method which
organizations implement.

The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso),

Standardize (Seiketsu), and Sustain (Shitsuke), provide a
methodology for organizing, cleaning, developing, and sustaining a
productive work environment. In the daily work of a company,
routines that maintain organization and orderliness are essential to
a smooth and efficient flow of activities. This lean method
encourages workers to improve their working conditions and helps
them to learn to reduce waste, unplanned downtime, and in-process
inventory.

A typical 5S implementation would result in significant reductions

in the square footage of space needed for existing operations. It
also would result in the organization of tools and materials into
labeled and color coded storage locations, as well as "kits" that
contain just what is needed to perform a task. 5S provides the
foundation on which other lean methods, such as TPM, cellular
manufacturing, just-in-time production, and six sigma can be
introduced.

The "5s" methodology was developed in Japan in order to improve the

work efficiency, effectiveness and safety. This systematic technique not
only helps to reduce non-value adding time, but also improves
productivity and quality .

The Japanese methodology 5S is depended on five various pillars:

Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu
(Standardize) and Shitsuke (Sustain).
In past, 5S was known as the Toyota Production System, which was
developed by Taiichi Ohno and Eiji Toyoda with Japanese industrial
engineers in 1950. After some new improvements in old
system, Sakichi Toyoda (Father of the Japanese industrial revolution),
his son Kiichiro and Taiichi Ohno redesigned “TPS” and named as “5S”.

Venice shipbuilders used similar type of concept for quality assembly

of the ship in 16th century. They completed the process in hours
rather than completing in days.

There were two frameworks given for applying 5s methodology. Later

on, Total Productive Maintenance (TPM), the Just- In-Time (JIT) process,
and the lean manufacturing were founded from the base of the 5S
work approach. The second framework of 5S was introduced
by Hiroyuki Hirano. Hirano’s approach was having only “4s”, in which
Set in order and Shine were considered as a single aspect; whereas,
the former framework, presented by Osada, suggested that keeping
discipline in the training and education helps to enhance the quality of
work as well as work standards.

In 1996 Henry Ford introduced CANDO (Cleaning up, Arranging,

Neatness, Discipline and Ongoing improvement), which is also a
similar system like 5s methodology.