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5S (methodology) - Wikipedia

5S (methodology)

From Wikipedia, the free encyclopedia

5S is the name of a workplace organization method that uses a list of five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated into Roman script, they all start with the letter "S". [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. [2] 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. [3]

Other than a specific stand-alone methodology, 5S is frequently viewed as an element of a broader construct known as visual control, [4] visual workplace, [5] or visual factory. [6][7] 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. [8]

Contents

1 The 5 S

1 The 5 S

1.1 Sort (Seiri)

1.1 Sort (Seiri)

1.2 Set In Order (Seiton)

1.2 Set In Order (Seiton)

1.3 Shine (Seiso)

1.3 Shine (Seiso)

1.4 Standardize (Seiketsu)

1.4 Standardize (Seiketsu)

1.5 Sustain (Shitsuke)

1.5 Sustain (Shitsuke)

2 The Origins of 5S

2 The Origins of 5S

3 Variety of 5S Applications

3 Variety of 5S Applications

4 5S in Lean Product & Process Development

4 5S in Lean Product & Process Development

5 See also

5 See also

6 References

6 References

The 5 S

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)

https://en.wikipedia.org/wiki/5S_(methodology)

5S methodology.
5S methodology.
Tools drawer at a 5S working place.
Tools drawer at a 5S working place.
1S – an example of red tag area.
1S – an example of red tag area.

5S (methodology) - Wikipedia

Make work easier by eliminating obstacles.

Make work easier by eliminating obstacles.

Reduce chances of being disturbed with unnecessary items.

Reduce chances of being disturbed with unnecessary items.

Prevent accumulation of unnecessary items.

Prevent accumulation of unnecessary items.

Evaluate necessary items with regard to cost or other factors.

Evaluate necessary items with regard to cost or other factors.

Remove all parts or tools that are not in use.

Remove all parts or tools that are not in use.

Segregate unwanted material from the workplace.

Segregate unwanted material from the workplace.

Define Red-Tag area to place unnecessary items that cannot immediately be disposed of. Dispose of

Define Red-Tag area to place unnecessary items that cannot immediately be disposed of. Dispose of these items when possible.

Need fully skilled supervisor for checking on a regular basis.

Need fully skilled supervisor for checking on a regular basis.

Waste removal.

Waste removal.

Make clear all working floor except using material.

Make clear all working floor except using material.

skilled supervisor for checking on a regular basis. Waste removal. Make clear all working floor except

Set In Order (Seiton)

Arrange all necessary items so that they can be easily selected for use.working floor except using material. Set In Order (Seiton) Prevent loss and waste of time by

Prevent loss and waste of time by arranging work station in such a way that all tooling / equipment is in close proximity.necessary items so that they can be easily selected for use. Make it easy to find

Make it easy to find and pick up necessary items.a way that all tooling / equipment is in close proximity. Ensure first-in-first-out FIFO basis. Make

Ensure first-in-first-out FIFO basis.proximity. Make it easy to find and pick up necessary items. Make workflow smooth and easy.

Make workflow smooth and easy.up necessary items. Ensure first-in-first-out FIFO basis. All of the above work should be done on

All of the above work should be done on a regular basis.FIFO basis. Make workflow smooth and easy. Maintain safety. Place components according to their uses,

Maintain safety.All of the above work should be done on a regular basis. Place components according to

Place components according to their uses, with the frequently used components being nearest to the work place.work should be done on a regular basis. Maintain safety. Shine (Seiso) Clean your workplace on

Shine (Seiso)

Clean your workplace on daily basis completely or set cleaning frequencycomponents being nearest to the work place. Shine (Seiso) Use cleaning as inspection. Prevent machinery and

Use cleaning as inspection.on daily basis completely or set cleaning frequency Prevent machinery and equipment deterioration. Keep

Prevent machinery and equipment deterioration.or set cleaning frequency Use cleaning as inspection. Keep workplace safe and easy to work. Keep

Keep workplace safe and easy to work.inspection. Prevent machinery and equipment deterioration. Keep workplace clean and pleasing to work in. When in

Keep workplace clean and pleasing to work in.deterioration. Keep workplace safe and easy to work. When in place, anyone not familiar to the

When in place, anyone not familiar to the environment must be able to detect any problems within 50 feet (15 meter) in 5 secs.easy to work. Keep workplace clean and pleasing to work in. Standardize (Seiketsu) Standardize the best

Standardize (Seiketsu)

Standardize the best practices in the work area.within 50 feet (15 meter) in 5 secs. Standardize (Seiketsu) Maintain high standards in workplace organization

Maintain high standards in workplace organization at all times.(Seiketsu) Standardize the best practices in the work area. Everything in its right place. Every process

Everything in its right place.high standards in workplace organization at all times. Every process has a standard.

Every process has a standard.organization at all times. Everything in its right place. https://en.wikipedia.org/wiki/5S_(methodology) 2S – simple

https://en.wikipedia.org/wiki/5S_(methodology)

2S – simple floor marking.
2S – simple floor marking.
3S – cleanliness point with cleaning tools and resources.
3S – cleanliness point with cleaning
tools and resources.
5S resource corner at Scanfil Poland factory in Sieradz.
5S resource corner at Scanfil Poland
factory in Sieradz.

5S (methodology) - Wikipedia

Sustain (Shitsuke)

https://en.wikipedia.org/wiki/5S_(methodology)

Not harmful to anyone.(Shitsuke) https://en.wikipedia.org/wiki/5S_(methodology) Also translates as "do without being told". Perform

Also translates as "do without being told".Not harmful to anyone. Perform regular audits. Training and discipline. Training is

Perform regular audits.anyone. Also translates as "do without being told". Training and discipline. Training is goal-oriented process.

Training and discipline.as "do without being told". Perform regular audits. Training is goal-oriented process. Its resulting feedback is

Training is goal-oriented process. Its resulting feedback is necessary monthly.told". Perform regular audits. Training and discipline. Self discipline To maintain proper order The Origins of

Self disciplineprocess. Its resulting feedback is necessary monthly. To maintain proper order The Origins of 5S 5S

To maintain proper orderIts resulting feedback is necessary monthly. Self discipline The Origins of 5S 5S was developed in

The Origins of 5S

5S was developed in Japan and was identified as one of the techniques that enabled Just in Time manufacturing. [9]

Two major frameworks for understanding and applying 5S to business environments have arisen, one proposed by Osada, the other by Hirano. [10][11] Hirano provided a structure to improve programs with a series of identifiable steps, each building on its predecessor. As noted by John Bicheno, [12] Toyota's adoption of the Hirano approach was '4S', with Seiton and Seiso combined.

A precursor development to the Japanese system of management was outlined by Alexey Gastev's development and the Central Institute of Labour (CIT) in Moscow. [13]

The scheme "Correct Arrangement of the Tool" from a CIT instruction sheet, 1920-1924.
The scheme "Correct Arrangement of
the Tool" from a CIT instruction
sheet, 1920-1924.

Variety of 5S Applications

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. [14] Although the origins of the 5S methodology are in manufacturing, it can also be applied to knowledge economy work, with information, software, or media in the place of physical product. [15]

5S in Lean Product & Process Development

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" [16]

See also

Just-in-time manufacturingthe new equipment from the eye and forces people to ask which to use" [ 1

5S (methodology) - Wikipedia

Kaikaku5S (methodology) - Wikipedia Kaizen Kanban Knolling Lean manufacturing Muda References 1. "What Is 5S? -

Kaizen5S (methodology) - Wikipedia Kaikaku Kanban Knolling Lean manufacturing Muda References 1. "What Is 5S? -

Kanban5S (methodology) - Wikipedia Kaikaku Kaizen Knolling Lean manufacturing Muda References 1. "What Is 5S? -

Knolling5S (methodology) - Wikipedia Kaikaku Kaizen Kanban Lean manufacturing Muda References 1. "What Is 5S? -

Lean manufacturing5S (methodology) - Wikipedia Kaikaku Kaizen Kanban Knolling Muda References 1. "What Is 5S? - Sort,

MudaWikipedia Kaikaku Kaizen Kanban Knolling Lean manufacturing References 1. "What Is 5S? - Sort, Set In

References

1. "What Is 5S? - Sort, Set In Order, Shine, Standardize, Sustain".

2. "5S Comprehensive Education and Resource Center".

3. Gapp, R., Fisher, R., Kobayashi, K. 2008. Implementing 5S within a Japanese Context: An Integrated Management System, Management Decision. 46(4): 565-579.

4. Ortiz, Chris A. and Park, Murry. 2010. Visual Controls: Applying Visual Management to the Factory. New York: Productivity Press.

5. Galsworth, Gwendolyn D. 2005. Visual Workplace:

Visual Thinking. Portland, Ore: Visual-Lean Enterprise Press.

6. Greif, Michel. 1989. The Visual Factory: Building Participation through Shared Information. Cambridge, Mass.: Productivity Press.

7. Hirano, Hiroyuki, ed. 1988. JIT Factory Revolution:

A Pictorial Guide to Factory Design of the Future. Cambridge, Mass.: Productivity Press.

8. Schonberger, Richard J. 1986. World Class Manufacturing: The Lessons of Simplicity Applied. New York: Free Press, p. 27.

9. Hirano, Hiroyuki. 1988. JIT Factory Revolution: A Pictorial Guide to Factory Design of the Future.

https://en.wikipedia.org/wiki/5S_(methodology)

10. Hirano, Hiroyuki (1995). 5 Pillars of the Visual Workplace. Cambridge, MA: Productivity Press. ISBN 978-1-56327-047-5.

11. Osada, Takashi (1995). The 5S’s: Five keys to a Total Quality Environment. US: Asian Productivity Organization. ISBN 9283311167.

12. Bicheno, John. New Lean Toolbox: Towards Fast, Flexible Flow. Buckingham: PICSIE. ISBN 978-0-9541244-1-0.

13. Managing «modernity»: work, community, and authority in late-industrializing Japan and Russia, Rudra Sil, Publisher: Ann Arbor, Mich. : University of Michigan Press, 2002. (http://www.worldcat.org

/title/managing-modernity-work-community-

and-authority-in-late-industrializing-japan-and-russia

/oclc/231965117)

14. Graban, Mark. 2012. Lean Hospitals: Improving Quality, Patient Safety, and Employee Engagement. Boca Raton, Fl: CRC Press.

15. "CEITON – Profile".

16. Ward, Allen (March 2014). Lean Product and Process Development (2nd ed.). Cambridge, MA: Lean Enterprise Institute. p. 215. ISBN 978-1-934109-43-4.

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