Category: Lean 5S strategies and products

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Sustain, or Self-Discipline: The Final and Critical Step in the 5S Methodology

5S sustain

Sustain is the final step in the 5S methodology. It connects all the steps of the 5S system to maximize potential and efficiency. Here is a more in-depth look at this distinction:

WHAT DOES SUSTAIN OR SELF-DISCIPLINE MEAN IN THE 5S METHODOLOGY?

Sustain, which is sometimes labeled Sustained Discipline or Self-Discipline, is derived from the Japanese word Shitsuke (躾). The objective of this step is for Sort, Set in Order, Shine, and Standardize to be continuously practiced within the organization. This ensures the company maintains benefits from all 5S steps. 

This step’s success comes from developed habits. Repeat a task or process often, and it becomes automatic behavior. In the 5S system, this is achieved through ongoing observation, training, and evaluation. The goal is for the system to become autonomous. The problem is this is not always easily or instantly achieved. 

TRAINING IS KEY TO THE SUSTAIN STEP

Training is a crucial part of the Sustain step in the 5S system. Supervisors and managers should ensure employees are receiving continuous training, especially when processes change or evolve. Employees, too, have to take the initiative. It is up to them to ensure they are comfortable with their training and vigilant about completing set tasks.

Management and employees together have responsibility for the Sustain step. The key is for management to continuously communicate to ensure the 5S process is fulfilled. Regular inspections can help support and enforce the standards.

Training of new employees in the 5S system ensures that standards are followed among recruits from their first day on the job. Existing employees benefit from a training program when it is first established and then regular refresher training and updates to any procedures, as needed.

MANAGEMENT RESPONSIBILITIES IN THE SUSTAIN STEP

In the Sustain step, managers are responsible for:

  • Setting standards and processes, including task lists and schedules for the previous 5S steps.
  • Introducing an audit process for 5S tasks.
  • Create training and certification.
  • Inspecting and enforcing 5S processes as workers learn new procedures.
  • Provide resources, including racks, cleaning supplies, repairs, signage, storage areas, and time allocated for cleaning.
  • Communicating the 5S message.
  • Encouraging continuous improvement by soliciting employee suggestions.
  • Schedule family visitor days to engage employee pride.

EMPLOYEE RESPONSIBILITIES IN THE SUSTAIN STEP

Employees are responsible for the following in the Sustain step:

  • Complete tasks as set out by their 5S training.
  • Help each other by visually inspecting each others’ work areas and providing support to each other in following procedures and assisting co-workers where it provides value.
  • Completing all processes and looking to make continuous improvements.
  • Participating and encouraging their work team and fellow employees.
  • Having pride in their work areas and owning the overall accomplishments achieved by following the 5S processes

Through these actions and responsibilities, the 5S processes become a habitual behavior. AS a result, benefits gained in each 5S step are maintained. Dedication to the process from all parties will help realize the Sustain step and the 5S methodology at work.

MORE LEAN 5S METHODOLOGY LINKS

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Standardize: The Fourth Step in the 5S Methodology

5s standardize

Standardize is the fourth step in the 5S methodology. It relates to the standardization of the first three processes in the 5S system – Sort, Set in Order, and Shine. Here is a closer look at the Standardize distinction.

WHAT DOES STANDARDIZE MEAN IN THE 5S METHODOLOGY?

Standardize is derived from the Japanese word Seiketsu (清潔). The purpose of the Standardize step is to obtain the benefit of practicing Seiri (Sort), Seiton (Set in order), and Seiso (Shine) continuously. 

In the 5S methodology, Standardize is the process of implementing the first three steps across all departments of an organization or business. And then, conform to a standard that is consistent throughout. 

Like the first three steps, standardization is an ongoing process that requires the involvement of all employees to be successful. One way to encourage employee involvement is to create a 5S committee to manage and support the system. The committee should consist of leaders from different work areas so that all parts of the company are well represented. 

ESTABLISH A 5S COMMITTEE

The 5S committee should start by meeting to discuss standardization processes. Working together, 5S leaders and other employees should establish an initial list of company-wide standards. Managers from different work areas should then have the chance to review and approve the suggestions. Once they are approved, the processes should be applied to the workplace. 

New processes must be shared with employees and posted in designated areas around the facility. A great way to communicate these changes is through visuals, such as signage or color-coding. 

Visuals convey information quickly and make it easier for employees to familiarize themselves with new standards and practices. However, employee training should also be provided on any changes to the current system.

Finally, the standards must be maintained, evaluated regularly, and kept up-to-date. Be sure to schedule meetings with all stakeholders to review the system. It is essential to pay attention to redundancies and eliminate unnecessary processes. Additionally, because the Standardize step is an application of the first three steps in the 5S system, each step should also be evaluated individually. This provides a full understanding of standardization needs. 

BENEFITS OF THE STANDARDIZE STEP: 

Here are some benefits of the Standardize process from the 5S methodology:

  • Consistency across all branches of the operation. 
  • Minimizes guesswork. When there is consistency, companies know what to expect and are more prepared to handle problems as they arise. 
  • Ensures that the company continuously reaps the benefits of sorting, order, and cleanliness.
  • Improvement in Morale. Employee input is always considered in all processes of the 5S system. This process demonstrates that the company values and respects worker opinions. 
  • Encourages accountability. Roles and responsibilities are clearly defined. Employees are well-trained and understand what is expected of them. 

THE STANDARDIZE STEP SHOULD BE A FLEXIBLE PROCESS

Standardization encourages consistency, but consistency does not mean all processes should be the same. In the 5S system, processes are designed to improve productivity and efficiency. If the system is adapted to achieve these goals, then the standards should be adjusted as well. Standarize is never a static process. It must be flexible and evolve accordingly. 

THE NEXT STEP IS SUSTAIN

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Shine: The Third Step in the 5S Methodology

5s shine

Shine is the third and often undervalued step in the 5S methodology. It relates to cleanliness and the absence of unnecessary dirt and debris.  Shine is a crucial part of Lean Management. Here is a look at how to implement the distinction in the workplace.

WHAT DOES SHINE MEAN IN THE 5S METHODOLOGY?

Shine is derived from the Japanese word Seiso (清掃). All materials, including equipment, tools and supplies, and work-related objects, should be examined and cleaned in this third step. 

Shine is the process of cleaning and maintaining all aspects of the work environment. The work environment should be free of dirt, debris, and other types of contaminants. Reducing or eliminating mess ensures that the work environment is as safe as possible. It allows for machinery and workers to operate productively and efficiently. 

Implementing Shine in the workplace is more than merely sweeping up dirt or mopping up a spill. It is an ongoing process that requires the foresight and vigilance of all staff. Employees need to understand what to clean, how to clean it, and how often. It is the natural progression that follows Sort, the removal of unnecessary items, and Set in order, the careful organization of the items that are necessary.

As with Sort and Set in order, Shine needs to be performed by the staff that works in the area. If the workers that create the mess are also responsible for cleaning up, the associates will start to show a different appreciation for the workplace. After all, we spend at least a third of our lives at work, why wouldn’t we want to work in an uncluttered, organized and clean environment?

HOW TO IMPLEMENT SHINE

To begin, identify and assess the work area. Define what the area looks like in its clean state and document it for comparison. Taking pictures is an excellent way to do this. It establishes a standard and makes it easier to notice when something has changed. 

Next, determine what messes are likely to happen and how to prevent them or react if they do happen. Equip work areas so that handling messes is simple. They should be fully stocked with appropriate cleaning supplies to clean them up. 

Train employees so they understand expectations around cleaning. Establish cleaning duties and define roles. Both checklists and schedules can support this. Checklists should be easy to follow and written so essential steps are clear. Schedules help identify what needs to be cleaned, when, how often, and by whom. These assign clear roles for employees and establish a productive cleaning routine. 

Establish the cleaning routine, then maintain and evaluated it. Employees need to understand what is working, what is not, and what can be done to improve the system. The cleaning system can then be adjusted accordingly. 

Employees who are responsible for shining their workplace take responsibility for not messing it up in the first place. If the schedule rotates through all employees, everyone is vigilant to ensure they are not creating unnecessary work for their colleagues to clean up. Their colleagues, it is hoped, will do the same for them.

BENEFITS OF THE SHINE STEP: 

Here are some benefits of the Shine process from the 5S methodology:

  • Improve safety. 
  • Reduce risks, injury, and worker compensation costs. 
  • Diagnose cleanliness issues proactively. 
  • Increase worker productivity by ensuring that there are no obstacles to efficient work processes.
  • Reduce manufacturing and maintenance costs. Regular cleaning keeps machines in working order, so they do not need to be fixed or replaced as frequently. 
  • Limit exposure to potential health hazards. 
  • Eliminate unnecessary clutter and waste, which frees up space for other work-related use. 
  • Creates accountability for the cleanliness of the workplace and ensures a 5S culture among the team members.

THE SHINE STEP SHOULD BE PROACTIVE 

The Shine step is an active process. Clean workspaces so that a mess doesn’t become a burden. The Shine step in 5S is designed as a preventative measure that is both active and anticipatory and not reactive. 

Regardless of the job, a messy workspace causes unnecessary stress. It is distracting; it can be unhealthy and can affect productivity and efficiency. So employees must be diligent when performing and evaluating the Shine step to ensure that a workspace is clean and well maintained. 

AFTER SHINE IS STANDARDIZE

Read about Standardize: The fourth step in the 5S methodology 

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Set: The Second Step in the 5S Methodology

5S set in place

Set, Set in Place, or Set in Order, is the second step in the 5S methodology. It relates to orderliness, sequence, and placement of objects in a logical position.  Here is a deeper dive into this second 5S distinction.

WHAT DOES SET IN ORDER MEAN IN THE 5S METHODOLOGY?

Set in Order is derived from Seiton (整頓), which means “proper arrangement”. All materials, including equipment, tools and supplies, and as well as all work-related objects should be placed at optimal locations for ease of access by workers in a production environment. 

The objective in the Set in Order step is to be able to lay your hands on any given item, required for work or production, quickly and with ease. Everything should be stored for convenient access. 

HOW TO SET IN ORDER

In a workspace, everything has a place and everything is in its place with a designation and an indication. What this means is, if you have already completed the Sort process, where you have eliminated the items that are surplus and not needed, then what is left over is only the necessary items for the work at hand. Each necessary item will, therefore, be given a place, designated by a shadow, a cut-out or a taped off area that is roughly the same size as the object you are storing. Next to the designated area, there will be an indication. such as a label, that will the person working there where the item goes.

CONSIDERATIONS IN THE SET PROCESS

Store tools and materials where they will be used and not far away from the workers that will be using them. The more often an object is used, the closer it should be placed to where it will be used. Conversely rarely used tools and materials should be positioned or stored further away from the work environment. This reduces clutter and increases ease of movement for the most frequent tasks. 

Create ease of access. The path to an object should be unobstructed and logical. Eliminate the need for a worker to bend, stretch, overextend or overexert themselves unnecessarily to retrieve an item. 

If an object is heavy, it should be placed where a worker will not need to twist, maneuver or change direction when handling it. Pathways should also be straight, smooth easy to navigate and clear.

CREATE ZONES FOR STORAGE

Define three zones for storage: 

  • FREQUENTLY USED: Put the frequently-used tools and materials right on or at the workbench and ensure they are easy to reach and highly visible (lighting is important here). They should also be easy to return to their spot when no longer needed.
  • DAILY OR MONTHLY USAGE: Tools and materials that are only needed on occasion like daily, weekly or monthly can be kept in a location nearby, but not in the way. Racks are useful for this strategy, where tools are well labeled. Storage cabinets can also be used, but they should be visible from a workstation in a production environment.
  • RARELY USED: Store rarely used tools, parts, and materials away from the shop floor, perhaps in a well-organized storeroom. Use racks and cabinets with clear labels.

CONSIDER PRODUCTION SEQUENCING 

When evaluating the placement of tools and materials consider the production sequence. This will suggest where the logical position should be for any given tool or item. Frequency of use can dictate proximity. Bulk and shape will also suggest proximity. A hand tool should be stored above the worker’s waist. A large tool or object can be mounted or placed nearby if used frequently. There should be an easy interplay when a worker switches from one object to another for a task at hand or a sequenced task. All this will lend itself to the logical and efficient placement of items used.  

THE ADVANTAGES OF SET

When the Set step in the 5S methodology is done well, it will result in an organized workflow. Time is reduced in production. Tasks flow into each other. Flow is the objective. What comes out of this process is a new sense of efficiency and ease in which work can be completed. It also reduces stress for workers, provides for a safer workplace, and produces maximum efficiency

AFTER SET COMES SHINE IN 5S

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Sort: The First Step in the 5S Methodology

5S sort

Sort is the first, and most important step in the 5S methodology. Sort relates to tidiness and the absence of clutter. Here is a deeper dive into the distinction:

WHAT DOES SORT MEAN IN THE 5S METHODOLOGY?

Sort is derived from the Japanese word Seiri (整理). All materials, including equipment, tools and supplies, and work-related objects, should be examined in this process. 

Sort is the word used to define the step where unnecessary objects are removed. This step reduces clutter and makes the work environment tidy so that it is easy to find resources that are needed to do the work at hand.

When you enter this first phase of the 5S process, all there is to do is to step onto your shop floor or production environment and look at it with new eyes. Ask: What is obvious in the way of an efficient process? You can spot the most obvious clutter immediately. Look for empty boxes, bins of rejected parts, and even obsolete machinery or tools.

Run your eyes over every surface. Is there junk cluttering up the floor or raised workbenches or desks? Look at shelves. Look in closets and storage bins. Are there unorganized materials stacked around in various places that you don’t want to throw away?  Do they need to be there? How long have they been there? 

Get rid of all the junk. Beyond the obvious clutter, go through the whole shop and dispose of the materials that are never used. Put them in a dumpster, sell them, give them away and recycle where possible. 

Now examine what tools and materials are critical to performing production. Dispose of items that haven’t been touched in months or years.

HOW TO SORT: PUT EVERYTHING INTO 3 CATEGORIES

There are three categories for every item in your work area: I need it, I don’t need it, and I don’t know. For items that you need, you move them on to the next step, Set in Order. Recycle, sell or give to charity unneeded items. For things you are not sure about, you put an appropriate expiration date on each item and then check once the expiration date has passed to see if it is useful or not. In this way, you Sort your workspace, and then you follow up again on a later date for things you are unsure about.

BENEFITS OF THE SORT STEP 

Here are some benefits of the Sort process from the 5S methodology:

  • Free up production space.
  • Create new or reconfigured space for new or reimagined business processes.
  • Scrap or unused tools, in some cases, have residual value, so sell them or give them away where appropriate. 
  • Freeing up space will reduce the need to expand and optimize the use of existing space.
  • Time will be reduced when doing your next inventory or audit.
  • You will save time when seeking an item that is actually needed.
  • Time will also be saved when moving objects, goods, and products through the work environment because less clutter means easier and safer navigation because there are fewer objects on a path to an objective.

THE SORT STEP IS NOT JUST FOR MANUFACTURING

Too many workplaces are cluttered with tools, materials, and objects that are no longer needed. This does not just apply inside a factory. Apply the Sort process in the office, warehouse, distribution center, and all production environments. In these places, you may identify obsolete paperwork, books, manuals or binders. There may be filing cabinets with outdated records that should be archived offsite. You can even bring it to the staff kitchen, break room and fridge.

Even bulletin boards can be clogged with outdated notices. And don’t forget your computers. Apply the sorting process to digital spaces too. Systems will become cluttered with obsolete programs over time. Unneeded, excess or useless data accumulates. If possible, archive it. Call in your Information Technology department to tackle this.

Once complete, the Sort process can bring a new sense of space, process flow, and ease of movement, therefore, the process of Sorting is one of the most satisfying S words in the 5S methodology.

Engage in the 5S Process to Learn the Value of 5S

5S is not just for others to follow. As a leader, you must complete a 5S project first in a small area of your world to see the before and after. Following the first 2Ss (Sort and Set in Order) of the 5S process, you will be faced with difficult choices. Do I keep it or do I toss it? Does it have value? Will it have value in the future? Does it have value for others?

All of these choices are not easy to make, and therefore, going through the Sorting process, you learn to identify priorities. You must push yourself to be disciplined in your own workspace in order to become an example of efficiency for others.

Now that you have Sorted your workspace, you can stand back and ask: do I have what I need to work efficiently? Do I have ONLY what I need? Do I have anything that I might need in the future, and if yes, does it have an expiration date on it for me to reevaluate its future necessity?

Be proud of you work in Sorting your area. Show it off. Show off all the clutter you have taken out of your workspace. Say, “look at all the stuff I had getting in my way of the essential work that I perform!”

AFTER SORT, SET IS THE NEXT STEP IN THE 5S METHODOLOGY

The next step in the 5S process is Set or Set in Order 

MORE LEAN 5S METHODOLOGY LINKS

Here are some more helpful links to help you learn about the 5S Methodology: