Amir Zakaria Marketing Branding Agency | 5S
5S is more a practice than a technique used to establish and maintain the quality environment in an organization. It is basically a method for organizing the workplace on a shop floor, or even in an office. It advocates what to keep, where to keep it, and how to keep (maintaining, cleaning, etc.) the needed items in the workplace. This is based on the principle that a good environment motivates the worker to produce quality products or services with little or no waste and with high productivity. A bad and dirty environment or workplace distracts the attention of the worker, making him produce more defects. This concept is used today not only to improve the work environment, but also to improve the awareness, thinking, and philosophy of working.
5S, quality products, the quality environment, high productivity, workplace, technique, employee involvement, Lean Manufacturing, Seiri, Seiton, Seiso, Seiketsu, Shitsuke, amir zakaria, amirzakaria. nazli monajemzadeh, اميرذكريا, امير ذكريا, نازلي منجم زاده
16120
post-template-default,single,single-post,postid-16120,single-format-standard,ajax_fade,page_not_loaded,,qode-child-theme-ver-1.0.0,qode-theme-ver-10.0,wpb-js-composer js-comp-ver-4.12,vc_responsive

5S

5S

5S is more a practice than a technique used to establish and maintain the quality environment in an organization. It is basically a method for organizing the workplace on a shop floor, or even in an office. It advocates what to keep, where to keep it, and how to keep (maintaining, cleaning, etc.) the needed items in the workplace. This is based on the principle that a good environment motivates the worker to produce quality products or services with little or no waste and with high productivity. A bad and dirty environment or workplace distracts the attention of the worker, making him produce more defects. This concept is used today not only to improve the work environment, but also to improve the awareness, thinking, and philosophy of working.

That is why a majority of quality oriented organizations today emphasize this and give specialized training to their workers. Even though every worker is conscious of these as good habits, an emphasis on these in the training program would align them to practice the habits in their day-to-day working. 5S instills a sense of ownership among the workers to be more accountable for their workplace. It may sound too simple and nothing but common sense, but the commitment and meticulous practice of these in any workplace go a long way in achieving higher quality levels in industry.

By formalizing this technique, the Japanese established the framework which enabled them to successfully convey the message across the organization and achieve total employee involvement, and successfully implement the practice. Surprisingly, though these principles have been taught at the elementary education level globally as civic habits, only after realizing how the practice of 5S helped the Japanese to successfully maintain quality output, the Western world and later the rest of the world, adopted this as a management technique (Kiran, 2017).

The 5S tool of the Lean Manufacturing is considered to be the one of the most important tools as it acts as a window to the other important tools. The name 5S stands for the five Japanese terms Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. There are 5 steps in 5S tool which are – Seiri/Sort, Seiton/Set-in or Straighten, Seisou/Shine or Scrub, Seiketsu/Standardize and Shitsuke/Systematize or Self-descipline.

Priyanka Rai et al. (Rai et al., 2016) identifies the effectiveness of 5S implementation on organizational as well employees’ performance and their attitude towards 5son the basis of data collected by using Surveying method and distributing questionnaire among general employees of the organizations which have implemented 5S techniques. Shraddha P. Deshpande et al. (Shraddha et al., 2015) applied the ‘5S’ technology in Samsonite South Asia Pvt. Ltd. in Gonde-Dumala, Maharashtra due to unorganized work-stations, uncomfortable working environment and the excessive wastes in the company. The successful implementation of ‘5S’ transformed the organization, from the working conditions to the working satisfaction. Vipulkumar C. Patel et al. (Vipul et al., 2014) explained the methods and techniques of 5S used to increase the efficiency of all processes in the company, which can be used in all types of companies. 5S results in the better organization of the plant. Arash Ghodrati et al. (Ghodrati et al., 2013) aimed to determine performance factors and characteristics in industrial organizations and to identify the effectiveness of 5S implementation on organizational performance using Surveying method and questionnaire for data collection.Rod Gapp et al. (Gapp, 2008) identified and presented key concepts of 5S from a Japanese management perspective. The results demonstrated the importance of both the technical (visible) and philosophical (invisible) approaches required for each of the 5S components.R.S. Agrahari et al. (Agrahari et al., 2015) dealt with the implementation of 5S methodology in the small scale industry, in which the results showed significant improvements in safety, productivity, efficiency and housekeeping. Prof. Saad Shaikh et al. (Shaikh et al., 2015) dealt with the 5S implementation in a small scale industry, which resulted in significant improvements in environmental performance, improved housekeeping, health and safety. MohdNizam Ab Rahman et al. (Ab Rahman et al., 2010) assessed the implementation of 5S practice in two manufacturing companies. As per results housekeeping, environmental performance, health and safety standards were improved in both companies. Abhay R. Kobarne et al. (Kobarne et al., 2015) applied the ‘5S’ technology in one of the MNC, Menon Piston Ltd., which resulted in the organized work space for efficiency and effectiveness and elimination of excessive wastes in the company (Sharma et al., 2018).

Reference

  • Ab Rahman, M., KamalianaKhamis, N., Zain, R., MdDeros, B., Hasrulnizzam, W., Mahmood, W. (2010). “Implementation of 5S practices in the manufacturing companies: a case study”. American Journal of Applied Sciences, pp. 1182-1189.
  • Agrahari, R. S., Dangle, P.A., Chandratre, K.V. (2015). “Implementation of 5S Methodology in the Small Scale Industry: A Case Study.” International Journal Of Scientific & Technology Research, Vol. 4, pp. 180-187.
  • Gapp, R., Fisher, R., Kobayashi, K. (2008). “Implementing 5S within a Japanese context: an integrated management system”. Management Decision, Vol. 46, pp. 565-579.
  • Ghodrati, A., Zulkifli, N. (2013). “The impact of 5s implementation on industrial organizations’ performance”. International Journal of Business and Management Invention, Volume 2, pp.43-49.
  • Kiran, D. R. (2017). “Total Quality Management: Key Concepts and Case Studies”. BSP books, Pages 333-346.
  • Kobarne, A. R., Vineet, K., Gaikwad, K., Sourabh, S., Dhaygude, N., Bhalerao, A. (2015). “Implementation of ‘5s’ technique in manufacturing organization: a case study”. Scholarly Research Journal For Interdisciplinary Studies, Vol. 3, pp. 1851-1872.
  • Rai, P., Abhinav. (2016). “Effectiveness of 5s implementation on organizations performance.” Journal of Research in Management Technology, Vol. 5.
  • Shaikh, S., Ansari, N. A., Khan Naseem, A., SawantIshtiyak, S. H. (2015). “Implementation of 5s practices in a small scale organization: a case study.” International Journal of Engineering and Management Research, Vol. 5, pp. 130-135.
  • Sharma, K. M. Lata, S. (2018). “Effectuation of Lean Tool “5S” on Materials and Work Space Efficiency in a Copper Wire Drawing Micro-Scale Industry in India”. Materials Today: Proceedings, Volume 5, Issue 2, Part 1, 2018, Pages 4678-4683.
  • Shraddha, P., Deshpande, Vipul, V., Damle, Merang, L., Patel, Akshay, B., Kholamkar. (2015). “Implementation of ‘5s’ technique in a manufacturing organization: a case study.” International Journal of Research in Engineering and Technology, Vol. 4, pp. 136-148.
  • Vipul, kumar, C., Patel, Thakkar, H. (2014). “Review on implementation of 5s in various organization.” International Journal of Engineering Research and Applications, Vol. 4, pp.774-779.

Back To Blog

No Comments

Post A Comment