Understanding the 5S System (Organisational Housekeeping)

Elimination of waste from the operations of an organization forms the basis for productivity improvement. The process of identifying and eliminating waste within the operations is referred to as Lean Management. There are various lean management tools which can be used in eliminating waste and one of them is the principle known as the 5S System.

The 5S system is a method of providing structure, focus, discipline and ownership to workers for any initiative or system within the organisation. It focuses on creating a clean and orderly workplace that exposes waste and makes abnormalities immediately visible.

The method involves 5 simple steps captioned by Japanese words which all start with the letter ‘S’ hence the name 5S. The steps involved are Seiri (sort), Seiton (set in order), Seiso (shine), Seiketsu (standardize) and Shitsuke (sustain).

Sort (Seiri)

 Is the first step and it focuses on eliminating unnecessary items in the workplace. The idea is to keep only what is needed, the amount needed and ensure it is available when it is needed. In this process, prioritisation is the key concept hence employees are cultured on how to effectively prioritize resources, time and space.

 In implementing this first S, the Red-Tag process is usually implemented. This is a process by which useful materials are separated from what should be disposed.

The potential Impacts of sorting (seiri) are that necessary items are identified and positioned in the right workplace and location. Unwanted items are eliminated which leads to improved working environment, reduced searching time and optimal utilization of space. 

Set in order (Seiton)

Recommended steps under Seiton:

This step involves arranging necessary items in a neat and systematic manner so that they can be easily retrieved for use and returned after use. The second S emphasizes on safety, efficiency and effective storage. It is in line with the popular saying “A place for everything and everything in its place”

Once the first S (Seiri) has been successfully implemented, there is need to arrange all the remaining materials, tools and equipment in an orderly manner so that there is ease of access and storage. The activities given below can be included as part of the second S:

Shine (Seiso)

This principle involves cleaning and thoroughly inspecting the workplace so that there is no dirt on the floor, machines and equipment. The emphasis of this activity is on inspecting the entire workplace for any red flags. If one continues to observe some anomalies such as oil leaks on machines, then there will be need for urgent remedial action.

Seiso inculcates responsibility and problem prevention attitude within employees. Employees will be sensitised on the fact that they are also responsible for the overall success of the organisation in as much the same way as the management. Also cleanliness ensures a more comfortable and safer workplace as well as better visibility.

Standardize (Seiketsu)

The fourth S refers to maintaining a high standard of workplace organization by keeping everything clean and orderly at all times. Once the first 3S are in place, the next step would be to concentrate on standardizing best practices.

The organisation must include the creation of procedures and simple daily checklists which are to be visibly displayed at every workplace. The checklists ensure that the daily 3S requirements are carried out habitually as best practices in the work place.

Sustain (Shitsuke)

This refers to the training of employees to practice 5S system continuously so that it becomes ingrained in the organisational culture. This has more to do with self – discipline of everyone in working towards achieving organizational goals.

The fifth S makes it a habit of maintaining the momentum of the previous four S to ensure sustainability of the system and to make further improvements. Sustainability of the first 4S can be achieved through building awareness of the importance of 5S, rewarding and recognizing the efforts of staff as well as continuous training and sensitization programmes.

 As a result of Shitsuke, the employees will be more compliant to workplace rules and standard operating procedures. Team spirit and discipline are also developed and the ‘Kaizen’ (continuous Improvement) mentality is ingrained within the employees.

Conclusion

Elimination of wastes forms the basis for productivity enhancement. The 5S system goes beyond mere housekeeping activities and has the potential to yield far reaching results for all firms if carefully implemented. In this light, the Productivity Practitioners are prioritising the adoption of the 5S system within organisations as part of its productivity enhancing programmes.

Clapton Munongerwa