5S (methodology) - The Objectives of 5S

The Objectives of 5S

Hirano identified a range of benefits from improved housekeeping, all of which can be regarded as falling within the Lean portfolio – that is, they are all based around the elimination of waste in one form or another.

The most obvious benefit from items being organized in such a way (i.e. that they are always readily available) is that of improved productivity. Production workers being diverted from production to look for tools, gauges, production paperwork, fasteners, and so on is the most frustrating form of lost time in any plant. A key aspect of Hirano's organisation approach is that the often-needed items are stored in the most accessible location and correct adoption of the standardisation approach means that they are returned to the correct location after use. Another element of Hirano's improved housekeeping is improved plant maintenance – workers 'owning' a piece of plant, responsible for keeping it clean and tidy, can take ownership for highlighting potential problems before they have an impact on performance. (Of course, this brings with it the interface with preventive maintenance and the need for clarity in the 'assignment map', that is – who does what. The division of tasks between production workers and specialist maintenance engineers varies with the nature of the business, but ownership rests within the business unit rather than within the 'service provider'.)

The next aim is Quality. The degree of impact of dirt in a manufacturing environment, obviously, varies with the nature of the product and its process but there are few, if any, areas where dirt is welcome. Even if it is only in the form of soiled documentation accompanying the goods to the customer this can send a very negative message about the company and its culture. In other cases dirt can have a serious impact on product performance – either directly or indirectly, perhaps through compromising the integrity of test processes. Of course, 5S does more than address dirt; an inappropriate layout can result, for example, in product damaged through excessive movement or through the use of tooling other than that defined as the standard. Standardisation is a theme of Hirano's approach, overlapping to a considerable extent with, for example, that of Ohno. A Standard Operating Procedure for tool certification is much easier to achieve if the tool to be certified is always in a clearly-marked location.

Another goal is improved Health & Safety. Clear pathways between workbenches and storage racks can minimise accidents, as can properly-swept floors. As with Quality, a well-organised, clean and tidy facility lends itself more readily to standard practice. Hirano also described how an environment in which the workforce has pride in their workplace can contribute to a considerable extent in a number of ways including customer service. Improving the layout of the facility merges with the concept of visual management; if workers can see the status of plant and of work in the facility, thus removing the need for complex tracking and communication systems, then benefits will accrue. 5S can also be a valuable sales tool when potential customers visit; a well-organised, clean and tidy facility sends a message of a professional and well-organised supplier.

One point made by all practitioners is that the adoption of 5S must be driven by goals. An article in the journal of the UK's Institute of Operations Management written by Mark Eaton and Keith Carpenter of the Engineering Employers' Federation noted that "the successful implementation of 5S requires that everyone understand why it is being used and what the expected results are. As with all Lean techniques the aim is improvement in business performance; the adoption is not an end in itself..