5S Organization: It's more than Just the Organizing
Many organizations and facilities use 5S as their initial foray into Lean Manufacturing methods.
Easier than the intellectual and logistical deep dives required for Kaizen, Kanban, or Total Productive Maintenance (TPM), 5S organization can be implemented relatively seamlessly as long as leadership realizes it's not about the organization. Yes, 5S is about organizing space and prioritizing tools and assets, but it is not merely an exercise in cleaning up messy areas. It's about adding value, driving performance and changing the organizational culture.
FREE Introduction to 5S Guide
"Introduction To the 5 S Program"
5S Organization: A Bit of Background
5S was developed like other lean programs as a best practice tool for Japan's auto manufacturing industry. The five S's refer to five Japanese terms that outline the implementation steps of 5S organization.
| Japenese Terms: | English Translations: | |
|---|---|---|
| 1 | Seiri | Sort |
| 2 | Seiton | Set In Order |
| 3 | Seiso | Shine |
| 4 | Seiketsu | Standardize |
| 5 | Shitsuke | Sustain |
The primary objective of 5S organization is to eliminate waste. A common misconception is that elimination of waste means organizing and cleaning areas where process flow takes place. It is actually elimination of waste throughout the process itself.
5S Organization: Performance Requires Culture Change
In order for 5S organization to succeed, changing hearts and minds is as imperative as changing processes. A cultural paradigm shift throughout the organization needs to occur. Four clearly defined steps can provide inertia toward swift and successful culture change when launching 5S organization.
Building Awareness
Resistance is a natural first reaction to change in the workplace. Often it's the uncertainty of change that generates pushback rather than the change itself. Building awareness with everyone who will be impacted can be easily overlooked. Leadership likely has a deeper understanding of scope and intended results since they have been involved with planning all along. Those impacted at all other process levels do not have the benefit of this institutional knowledge, and may be unsure of their role or expectations.
Everyone who is involved needs to know what's in it for them. Tailor 5S organization benefits to each user group, and make sure that critical players such as floor or shift managers are not only spun up, they "get it" and are on board with all stages of implementation and measurement.
Building Desire
You've told everyone involved with the new upcoming 5S organization what's in it for them. Now, take it a step further and illustrate the benefits of 5S implementation and management: for individuals, for teams, for the company. A sense of ownership in the process by all participants will contribute significantly to the speed and success of the program.
Providing Information
Okay, everyone is sold on the new system. Now, it's time to provide the tools for 5S organization implementation. Since 5S is reliant upon clear visual communication, it will be easier for participants to get spun up on organization aspects such as prioritization of assets, color-coding, and storage. Allow for open dialog during implementation. Provide ample resources for training, questions and feedback.
Appraising and Measuring
Although 5S organization aspires to perfection, your entire organization is not going to achieve it out of the gate. 5S capability will build with time, clear leadership and incentive-based feedback throughout the system. When set into place correctly and methodically, 5S will provide greater operational efficiency, clearer visual communication processes and a workforce that is energized, empowered and motivated.
