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The 5S Implemetation Principles
Hasn’t the Seiketsu (Standardized cleanup) step already “implemented” the clean-up procedures? What more could remain to be implemented?
Let’s step back and see how to get started in the implementation – even before beginning the first step, Seiri (Sort).
Details for Implementing 5S
- Put together the leadership team
- Set a budget and a timeline
- Plan each of the 5S stages
- Select a pilot project – one department or one area of the factory – where:
- A limited number of people need to be involved
- Quick payback is expected
- Take notes of what went well and what could be improved
- Train everyone involved: production workers; maintenance workers; and management
- Perform the Seiri (Sort) step in the pilot project:
- Attach the red flags
- Build the lists of action items
- Follow-up within thirty days
- Perform the Seiton (Set in order) step in the pilot project:
- Decide where tools should be stored
- Provide and organize the storage areas – including the labels
- Perform the Seiso (Shiny-clean) step in the pilot project:
- Keep records of how to do the clean-up
- Take photographs of the clean workplace
- Perform the Seiketsu (Standardized cleanup) step in the pilot project:
- Build the task lists: daily; weekly; and the less-frequent tasks with their schedules
- Begin the Shitsuke (Sustained discipline) phase in the pilot project:
- Follow up on a regular basis to ensure compliance
- Review what was learned from the pilot project, make adjustments, and repeat for the whole workplace
- Introduce the 5S Audit and 5S Certification processes
- These were discussed in greater detail in the previous two articles
Early training is a very important component. The management team must learn what is involved in 5S. The supervisors and front-line workers also need to be trained.
Remember that this may be a cultural change as well as a methodology: workers can easily see whether their “neighbours” are doing their daily cleaning and whether tools are stored properly. Good teamwork may mean reminding these neighbours to do their jobs, rather than ignoring, complaining or covering for them.
Going Beyond the 5S Program
Achieving success in a 5S program sets the stage for further improvements. A very important component is the greater willingness to make changes. These articles had noted that people (and organizations) usually resist change. Having gone through 5S, having seen the visible improvements, and knowing that they themselves have made the difference – all these contribute momentum to the next program. Whether you decide to pursue Lean Manufacturing, Six Sigma or TPM ((Total Productive Maintenance), your company has proven to itself that planning, team work, communication and effort can lead to making successful and meaningful improvements.
Oskar Olofsson, 2010
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