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Evaluating the impact of 5S methodology on manufacturing performance

Article  in  International Journal of Business Continuity and Risk Management · January 2014

DOI: 10.1504/IJBCRM.2014.068010

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272 Int. J. Business Continuity and Risk Management, Vol. 5, No. 4, 2014

Evaluating the impact of 5S methodology on

manufacturing performance

Arashdeep Singh*
Department of Mechanical Engineering,
Desh Bhagat University,
Mandi Gobindgarh, Punjab, India
Email: arashdeep_dhariwal@yahoo.com
*Corresponding author

Inderpreet Singh Ahuja

Department of Mechanical Engineering,
Punjabi University,
Patiala 147001, Punjab, India
Email: ahujaips@yahoo.co.in

Abstract: After globalisation and liberalisation, quality has emerged as

most critical area of concern along with productivity for manufacturing
organisations. With the reduction of geographical barriers and the pressure of
competing in the global market, overall operational effectiveness has become a
necessity for the organisations. The contemporary lean manufacturing attributes
characterised by both technology push and market pull have forced the
organisations to realise world-class performance by fostering continuous
improvements in the products and processes. 5S is a business improvement
approach that seeks to find and eliminate causes of defects in business
processes by focusing on process outputs that are of critical importance to
customers, and as a result process performance is enhanced, customer
satisfaction is improved, and the bottom-line is affected through savings and
increased revenue. 5S as a management approach to bring about dramatic
improvements in manufacturing performance and thereby company’s bottom
line is undisputed. The present study highlights contributions of strategic 5S
initiatives on manufacturing performance and demonstrates the true potential of
5S in achieving manufacturing excellence.

Keywords: lean manufacturing; manufacturing performance; 5S; waste

elimination; Kaizen.

Reference to this paper should be made as follows: Singh, A. and Ahuja, I.S.
(2014) ‘Evaluating the impact of 5S methodology on manufacturing
performance’, Int. J. Business Continuity and Risk Management, Vol. 5, No. 4,
pp.272–305.

Biographical notes: Arashdeep Singh completed his BTech degree from Doon
Valley Institute of Technology and Management, Karnal, Kurukshetra
University, Haryana, India and MTech degree from Department of Mechanical
Engineering, Punjabi University, Patiala, Punjab, India. Presently, he is
working as an Assistant Professor in Department of Mechanical Engineering,
Desh Bhagat University, Mandi Gobindgarh, Punjab, India.

Copyright © 2014 Inderscience Enterprises Ltd.

 Evaluating the impact of 5S methodology on manufacturing performance 273

Inderpreet Singh Ahuja is currently working as a Professor in Department of

Mechanical Engineering at Punjabi University, Patiala, Punjab, India. He
received his Bachelor’s in Mechanical Engineering, Master’s in Industrial
Engineering from Thapar Institute of Engineering and Technology, Patiala,
Punjab, India and PhD in Mechanical Engineering (Total Productive
Maintenance) from Punjabi University, Patiala, Punjab, India. His main
research area is total quality management, total productive maintenance and
lean manufacturing.

1 Introduction

The companies throughout the world are trying to improve their profit without increasing
the sale price of their products. This can only be done by minimising the manufacturing
cost of the products by increasing the productivity and reducing losses during production.
To meet the challenges posed by the contemporary competitive environment, the
manufacturing organisations must infuse quality and performance improvement
initiatives in all aspects of their operations to improve their competitiveness (Ben-Daya
and Duffuaa, 1995). Usually, this improvement has been achieved through
implementation of best practices which are chosen to meet a particular objective.

2 Relationship between 5S and lean manufacturing

Lean manufacturing is based on the principles and working processes of the Toyota
Production System (TPS). In its simplest terms, lean production can be described as the
elimination of waste (Kulkarni et al., 2014). 5S operation model is one tool of the lean
philosophy. 5S is considered a foundation to lean manufacturing, since it facilitates
realisation of operational stability required for enforcing and sustaining continuous
improvements throughout the organisations (Brady Worldwide Inc., 2008). 5S is an
integral step towards Kaizen and lean-site manufacturing with the primary goal of being
able to supply the customer (internal and external) with the ‘right product’ at the ‘right
time’ in the correct quantities.
5S is a systematic philosophy for ensuring optimum workplace productivity, quality,
output and safety (Voelkel and Chapman, 2003; Kumar and Kumar, 2012). 5S initiatives
are the starting point for implementing lean manufacturing to tackle the wastes associated
with workplace and improve workflows between processes. 5S constitutes the first step
for lean manufacturing implementation at workplace for addressing wastes associated
with any manufacturing system. 5S facilitates effective workplace management and is
foundation to total productive maintenance (TPM) implementation as well (Khedkar
et al., 2012). 5S is a way to improve the performance and organise whole system which
has been used first time by Japanese. Ho (2006) has introduced 5S practice as the starting
point to achieve TQM, ISO 9000, ISO 14001, and OHSAS18001; additionally, Ho (2006)
has conducted a study on synergetic 5S and Six Sigma application. Furthermore, 5S has
been identified as part of the green productivity techniques (Johannson, 2006). Figure 1
depicts the relationship of 5S with other lean manufacturing techniques
274 A. Singh and I.S. Ahuja

Figure 1 5S as a foundation for various lean manufacturing techniques

3 Concept of 5S

5S is a principle institutionalised in Japan and has yielded significant results in industrial

and service sectors. These results are briefly known as incidents prevention, delays
reduction, and productivity enhancement in work environment. The ultimate goal of 5S is
to prevent losses. Despite seeming simplicity of 5S in concept and implementation,
organisations have great difficulty in its execution. In fact, managers and executive
personnel are not well aware of goals of 5S. Therefore, it is quite difficult to set
appropriate ground for implementing 5S unless its principles are well comprehended.
These principles are known in form of five Japanese words, beginning with letter S,
which later formed the term 5S. There are several equivalents for 5S in English and
Persian languages.
5S is the basic tool of running lean and it is a very good way to help the company to
reduce the wastes and enhance the profits. The 5S concept comes from Japan. In TPS, 5S
is a tool to help make problems visible and can be part of the process of visual control of
a well-planned lean system (Hirano, 1995); visual control systems are about improving
value added flow (Liker, 2004). The original purpose of the 5S is to make the workplace
orderly to improve safety and efficiency, reducing the product defects rates (Dennis and
Shook, 2007).
The perceived benefits arising from successful 5S implementation include: less
searching, improved cleanliness, easier recognition of defects, decreased walking and
motion, reduced downtime, fewer safety hazards and accidents, improved flow, fewer
mistakes, improved workplace visual management and better utilisation of space
(Chaneski, 2004). These benefits add up to overall improvements in productivity, quality,
cost, delivery, safety and morale. To successfully implement other lean tools such as
standardised work, visual inventory replenishment systems, TPM, just in time
manufacturing, setup reduction and mistake proofing, an organisations need to address
 Evaluating the impact of 5S methodology on manufacturing performance 275

workplace issues that perpetuate waste in everything they do (Rojasra and Qureshi,
2013).
In a disorganised work environment, in fact, the lack of a robust 5S system renders
the aforesaid lean tools ineffective. Kulak et al. (2005) conclude that ‘One of the major
reasons for failure in the lean journey is the lack of institutionalisation of 5S activities.
Further, operators find it difficult to repeat standardised work to meet customer demand
and equipment setup times can often be drastically increased in the absence of 5S
implementation. The valuable time is lost simply searching and gathering the tools and
supplies needed to perform the setup. It is not unusual to realise as much as 30%
reduction in setup time after applying 5S to a particular setup. 5S has emerged as an
effective productivity improvement strategy in Japan and many other countries for the
following reasons (Tsuchiya, 1999):
• the workplace becomes clean and better organised
• results are visible to everyone – insiders and outsiders
• visible results enhance the generation of more, and new ideas
• people are naturally disciplined
• operations on the shop-floor and office become easier and safer
• people become proud of their clean and organised workplace
• as a result the company’s good image generates more business.

4 Literature review

5S is a systematic approach aimed at organising, ordering, cleaning, standardising and

continuously improving a work area. 5S initiatives are much more than just about
ensuring housekeeping at workplace. 5S is key to successful implementation of various
tools of lean manufacturing. 5S initiatives Seiri, Seiton, Seiso, Seiketsu, and Shitsuke
have been referred to as the five keys to a total quality environment (Abdul Aziz et al.,
2014). The English synonymous names for these Japanese terms mean sort, set in order,
shining, standardise, and sustain, respectively. 5S facilitates realisation of healthy,
comfortable and productive life for everyone at workplace. In the workplace, 5S is used
“to organize the workplace, to keep it neat, to clean, to maintain standardized conditions,
and to maintain the discipline that is needed to do a good job” (Osada, 1991).
The practice of 5S increases ‘transparency’ in an organisation ensuring a good first
impression of the workplace by visitors, particularly potential new customers. The
successful implementation of 5S increases not only efficiency, such as in productivity
and the level of quality per cost (Patel and Thakkar, 2014). 5S concepts are equally
applicable to any sector or any business: manufacturing organisations, commerce, and
service organisations. The four key factors for successful 5S include: continued
commitment and support by top management; education and training; participation of
entire workforce; and standardisation for sustained implementation of 5S on long-term
basis (Tsuchiya, 1999; Sidhu et al., 2013).
Osada (1991) defines 5S as the baseline for a total quality environment. 5S is a base
for continuous improvement in the organisations. 5S is a way to improve the performance
276 A. Singh and I.S. Ahuja

and organise the whole system which has been used first time by Japanese. 5S is a
five-step process in which each step is a prerequisite for the next. For example, it is
impossible to implement S2, (place all needed items in the best location to support the
worker), if S1 (sort out unneeded items) has not been done first (Visual Workplace Inc.,
2000). Figure 2 depicts the interrelationship between different ‘5S’ initiatives (Tsuchiya,
1999; Thawesaengskulthai, 2010).

Figure 2 Interrelationship between different ‘5S’ initiatives

The five English equivalents of 5S and their meanings have been explained in Table 1.
5S is more frequently framed in the ‘lean’ philosophy (Pavnaskar et al., 2003; Hines
et al., 2004; Kumar et al., 2006), since it facilitates employees to enhance working
environment, thereby resulting in reduction of waste, defects, space, capital, downtime
and in-process inventory (Chapman, 2005; Gapp et al., 2008). 5S has emerged as starting
point of lean transformation campaign because it facilitates establishing the framework
and discipline required to successfully pursue other continuous improvement initiatives.
Becker (2001) suggested that management commitment to 5S programme is best
demonstrated by continuously evaluating the progress of 5S programme and showing
visible support by leading by example. The most significant barriers, identified by
Becker, for successful 5S implementation, included the need to shorten communication
lines and gain employee input. According to Becker (2001), many organisations have
 Evaluating the impact of 5S methodology on manufacturing performance 277

been able to implement 5S effectively by initiating an improved communication and

involvement system. While 5S progress may be slow in some organisations, many find
that attitudes gradually change and peer pressure takes over.
Table 1 5S concept

English English
Japanese
equivalent equivalent Concept
term
five S five C
Seiri Sorting Clear • Distinguishing and sorting of necessary and
unnecessary items, tools and materials and
removing unnecessary items.
• Employees need documented and
easy-to-understand instructions to identify
and sort unnecessary items.
Seiton Simplifying Configure • Place needed items (material, information,
(systematic tools) in a location that supports the worker.
arrangement)
• Minimise time to access to these places, they
should be made easily recognisable using
tags, colours, etc.
Seiso Sweeping Clean and • Make the workplace spotless, free of
(spic and span) check contaminants, dirt and foreign material.
• Moreover, instructions to prevent pollutions
must be documented.
Sekitsu Standardising conformity • All three above-mentioned principles and
activities must be clearly and exactly
documented and regularly evaluated.
• Findings are shared among employees and
any modification in procedures will be
officially announced.
Shitsuke Self-discipline Custom and • Making 5S as part of organisational culture.
(sustain) practice
• The main objective of self-discipline is to
ensure that employees are committed to
long-term implementation of the plan.
• Punctuality, safety and autonomous work
discipline in all levels of organisation are the
direct effects of this plan.

Takhar (2004) has acknowledged the benefits associated with 5S, such as fewer
accidents, improved employee morale, better inventory management, improved employee
discipline, and a more impressive environment to show potential customers. However,
Takhar has also cautioned that, if the logic of 5S is not clearly understood by the
supervisors and managers responsible for its implementation, then the end message
received by employees could be seen as 5S being a weekly or monthly clean-up and,
ultimately, a waste of time.
Warwood and Knowles (2004) have stated that the 5S benefits included improving
not only the physical environment, but also improving the thinking processes as well.
Islam and Mustapha (2008), and Kaluarachchi (2009) have found that the critical
factors for 5S implementation in most government and private organisations were
278 A. Singh and I.S. Ahuja

influenced by management leadership, employee involvement, continuous improvement,

education and training. This statement has been supported by Fotopoulus and Psomas
(2010), and Parrie (2007), where they also agreed that the top management support, as
well as the employee involvement in the 5S programme really contributed to the
sustaining and leveraging of 5S practices and principle, which later influenced the
organisational performance as a whole.
Salaheldin (2009) has demonstrated through an empirical analysis that there was a
substantial positive effect on the successful implementation of quality programmes
towards both operational and financial performance. This showed that 5S practices have a
significant contribution to the effectiveness and efficiency of the organisational
performance.
Ablanedo-Rosas et al. (2010) have conducted 5S implementation study in Mexican
organisations with the aim of understanding their implementation experience, empirical
relationships, and ongoing challenges associated with the 5S practice. The study revealed
that obtaining commitment from top management and personnel could help to face the 5S
implementation challenges. Further research also included investigating specific factors
that influence the significant role of top management commitment in the implementation
of the 5S practice, such as the two-way communication, management feedback,
long-term and short-term planning, and employee empowerment among others.
Khanna and Gupta (2013) stated that the Japanese have a phenomenal impact on the
world’s market using 5S and total quality management (TQM) philosophy. It has been
found that competency-based training contributes to a greater extent for the success of 5S
and TQM implementation. The study revealed that competency-based training has a
positive correlation on, 5S and TQM, and has been instrumental in improving the level of
5S and TQM in the organisations. Based on a two-sample t-test, the performance of 5S
and TQM has been improved by 74.4% and 84.5%, respectively, in case of MUL. The
research also suggested the competency-based training module.
Pasale and Bagi (2013) have conducted a case study of 5S implementation at Sunmill
Industries and concluded that 5S implementation resulted in improved housekeeping,
environmental conditions and health and safety standards. 5S sort stage eliminated
unused, unwanted material from the shop floor which reduces clutter and sort stage
resulted in freeing 250 square feet for further use and fixture setting time of Linday
housing was reduced by 28%.
Ramesh et al. (2014) has presented an application of 5S in technology in a bio-mass
processing unit. The plant had suffered from excessive wastes, unorganised workstations,
and unhealthy work environment, leading to increased production cost, frequent delays,
and low workers morale. 5S lean technology had been utilised for achieving project
diagnosing the production process, streamlining the workflow, removing/reducing
process waste, cleaning the production environment. The 5S implementation has resulted
in enhancement of efficiency and productivity, while ensuring a pleasant organisational
climate. The project had drastically changed the plant and developed the infrastructure
for a successful implementation of continuous improvement as well as other best
practices and quality initiatives.
Thus, it can be concluded that the purpose of the 5S is to make the workplace orderly
to improve safety and efficiency, reduce the product defect rate and other possible
wastes. Thus, it is evident that 5S helps an organisation improve the working
environment, and to promote efficient process flow.
 Evaluating the impact of 5S methodology on manufacturing performance 279

5 Research problem

The company under survey is a leading manufacturing company of steam boilers

manufacturing boilers and various mounting and accessories at their plants. It was
observed that the manufacturing processes were severely plagued by poor working
environment resulting in low plant efficiency. The inadequacies of plant layout also
effected the manufacturing performance of the plant. The improperly managed workplace
resulted in high defects rates in production, thereby resulting in increased cost of
production, causing huge losses to the plant. The incidents of accidents and time taken to
done a work were also high, which was also reason of loss to the profits.
The research work has been undertaken to reduce rejection and increase efficiency by
implementation of 5S methodology. A case study had been conducted at a manufacturing
plant focusing on facilitation significant improvements in workplace and housekeeping.
The study presents the measureable quantitative achievements as a result of 5S initiatives
at manufacturing organisation.

6 Objectives of the study

Due to poor manufacturing environment, certain quality problems, were observed owing
to the process variability, resulting in higher defect rates in the production system. The
purpose of current research is to study the improved process flow with 5S methodology
in order to reduce possible wastages associated with production system and enhance the
efficiency of operations so that production is strengthened and plant profits are enhanced.
5S provides a methodology to rearrange the layout and enhance the discipline. This study
is focused on how to use 5S in each step to rearrange the workplace and improve the
efficiency.
The objectives for the present study have been outlined below:
1 to define and study nature of non-conformity existing in the manufacturing
management
2 to standardise the manufacturing process for specific products
3 to increase the efficiency and effectiveness of man and machine to increase the
production of plants
4 to reduce the rejection of products.

7 Research methodology

First of all, the parameters for potential non-conformities are studied to investigate the
behaviour of equipment and space required for their proper working. Then, the root-cause
analysis is done to find out the potential causes for the variation. Out of those reasons,
priorities are decided for the defects on which further study/analysis is performed.
According to analysis, the existing manufacturing processes are replaced by the
improved/standardised ones. After removing the various situations/reasons responsible
for the rejection, the new process are developed, controlled and then standardised. The
280 A. Singh and I.S. Ahuja

study clearly depicts the effectiveness of 5S initiatives to realise measureable

performance indices.
The research methodology for the present study has been depicted in Figure 3.

Figure 3 Research methodology

Define improvement problem

Measure current status

Decide on desired performance level

Find gap in performance

Set targets

Prepare action plan (counter measures)

Implement counter measures

Measure performance

Satisfactory
performance

Stabilise/standardise

Maintain status

End

The steps involved in the study are listed below:

1 Define improvement problem: Following parameter are responsible for defects
a poor machine arrangement
b raw material problems
c inappropriate working environment
d poor flexibility of machines
 Evaluating the impact of 5S methodology on manufacturing performance 281

e inadequate tool arrangements

f improper equipment fittings
g inefficient techniques used.
2 Measure current status: Average defects are more due to different causes.
3 Decide on desired performance: Implementation of 5S methodology is aimed at
reducing rejection.
4 Find gap in performance.
5 Setting targets.
6 Prepare action plan: To overcome factors responsible for the rejection various,
corrective measures have been planned to enhance the production and decreasing
rejection and cost of rejection.
7 Implement counter measures: Counter measures are taken by implementing quality
control tools on the basic of results achieved from previous steps.
8 Analysis achievement: Various results by implementing 5S methodologies are
analysed and measured with respect to various results.
9 Performance: it is the verification of results. If the performance is satisfactory then
the standardisation is done.
10 Standardisation: It is the current right way of doing the job. This is with less
rejection as compare to earlier method.
11 Maintain status.

8 Case study

The manufacturing group is in the business of manufacturing components such as

manufacturing of steam boilers, pollution control equipment, fluidised bed conversion,
energy saving devices. The organisation is currently Rs.250 Crores turnover Group
Company. Today, the company is one of the leading manufacturers of steam boilers in
India. The organisation was established in the year 1999. The following situations
necessitated the deployment of 5S initiatives at organisation:
1 Due to poor ergonomics and unbalanced plant layout, line operating efficiency was
low.
2 The material cost was ever increasing and there was an urgent need to optimise
material utilisation.
3 The labour cost was continuously increasing.
4 There were unstable and unreliable operations due to materials, machines, methods
and men.
5 The high in-process defects adversely affected the plant output rates and there were
difficulties faced in meeting the market demand.
282 A. Singh and I.S. Ahuja

6 There were instances of increased customer complaints.

7 The lead time for new product introduction was high due to lack of standardisation in
process and tool design.
8 There were ever increasing expectation of customers on cost, just-in-time delivery
and zero defects.

9 Steps for implementation of 5S

Step 1 Announcement of top management decision of implementing 5S

The top management envisioned to create an environment for supporting the introduction
of 5S. The top management support helped in addressing the skepticism and resistance in
the organisation. The visits were organised to various plants that had already successfully
adopted the 5S initiatives to develop an understanding of steps taken by those
organisations and the extent of benefits reaped as a result. The detailed 5S training
programmes were undertaken at various levels in the organisation and 5S objectives were
clearly incorporated in company’s newsletter, and magazine and these were
communicated to employees at levels in the organisation to develop an understanding of
5S principals and attributes.

Step 2 5S education programme and collection of information

An exhaustive 5S training and education programme was launched in the organisation
that covered success stories from successful 5S implementing plants. The employees
were motivated to join the training programmes and the benefits of 5S implementation to
the employees was clearly highlighted to employees for obtaining the company wide
acceptability for 5S in the organisation. The training was envisioned to cater to the
following requirements of the organisation and employees:

• Improving the overall working environment at workplace.

• Providing a cleaner, safer and encouraging working environment.

• Platform to share ideas, innovation, and various aspects of work.

• Disseminating information about the changing environment.

• To enhance the skills of the employees.

• Realising better performance on the shop floor.

• Enhancing the productivity at workplace by improving operational proficiency.

• Addressing setup time difficulties faced by employees.

• Allowing empowerment of employees at workplace.

 Evaluating the impact of 5S methodology on manufacturing performance 283

• Ensuring problem solving through total employees involvement.

• To improve the effectiveness and efficiency via continual improvement.

This step of implementing 5S comprised of collection of information about 5S and to

understand how it works. 5S coordinator must understand what 5S is, how it works, its
proper implementation sequence, the amount of effort required, how it is beneficial for
the plant, how long it will take to implement. The organisation adopted various
information resources included5S conferences, 5S seminars, 5S books, magazines, the
internet, and conversations with consultants to create an environment for acceptability of
5S initiatives at the workplace.
Figure 4 depicts the training programmed organised for employees of the
organisation.

Figure 4 Training programmes organised for the employees (see online version for colours)

Step 3 Establish an organisational structure

The 5S group was launched and promoted for sustained 5S activities at the organisation.
Team-based activities were encouraged to ensure the success of 5S implementation
programme. This group included members from every level of the organisation from
management to the shop floor. This structure had promoted communication and has
guaranteed that everyone was working toward the same goals.
284 A. Singh and I.S. Ahuja

Step 4 Formulate basic 5S policies and goals

5S policies and goals were formalised to meet the objective of enterprise which included:
increasing profit; growth by top and bottom line; and improving overall working
environment in the organisation.
The employees were trained and motivated to actively participate in achieving a lean
organisation through 5S initiatives rather than cost cutting initiatives. The distinction
between cutting costs (temporary measure; reversible; and painful/drastic) vs. reducing
costs (genuine cost reduction (not just reduction of expenses); irreversible; people
acceptance; impacts both top and bottom line; causes significant process improvements;
and produces significant organisational and employee benefits with minimal additional
inputs by managing existing resources optimally) by waste elimination was explained to
all the employees.
5S policies and goals were formulated after analysis of the existing conditions and
these goals were result oriented, specific, measurable, attainable and realistic. The
established the 5S policies and goals were very much clear to everyone involved in 5S
implementation.

Step 5 Master plan for 5S deployment and its presentation

After establishing 5S policies and goals, a detailed proposed master plan for
implementation of 5S was prepared and proposal was presented to management. This
activity has been carried out by the plant personnel with the help of an outside consultant.
The consultant involvement typically began with a plant visit to observe production
operations, learn about the equipment (type, function, condition, problems and losses,
etc.) and cleanliness in the plant, and talking to employees to determine their motivation
and attitude. The consultant then developed and conducted the 5S presentation to
management, including questions and answers, and covers the following:

• 5S overview (what is 5S?).

• Understanding of existing conditions prevailing at the plant.

• Expectations from5S programme, that is, expected costs and benefits.

• How management and the union must support 5S?

• How to get organised for implementing 5S?

• Sequence of 5S initiatives implementation.

• Customised implementation strategy.

• Procedures for monthly reviews and audits for evaluation of 5S programme.

The presentations were made by plant personnel covering the same points with examples
and impressions from seminars, conferences, and plant visits. The presentation ended
with a recommendation to installed 5S.
 Evaluating the impact of 5S methodology on manufacturing performance 285

The management had made a positive decision at this point. This decision included a
commitment to strongly support 5S, carry out the necessary training and the feasibility
study, appoint a 5S coordinator, and create the 5S steering committee. This plan had
identified what resources were needed for training, equipment restoration and
improvements, maintenance management systems and new technologies.

Step 6 Feasibility study and its presentation

To motivate the employees to undertake a successful 5S installation programme, a
feasibility 5S study was undertaken at one of the sections of the company. The results of
the feasibility study, had established a base line, against which 5S results and progress
would be measured and also helped in setting the realistic goals, based on the data
obtained. The study had evaluated the conditions of the equipment and the required
current and future status of the plant activities and environment. For this purpose, the
skills of plant personnel, cleanliness or orderliness of the plant, and plant culture
(attitude, motivation, and management style) had been critically scrutinised. Then
Feasibility study results were presented in the presence of both management and the
union. The presentation had proposed an installation strategy and identifies a pilot
installation. The management and the union both agreed to adopt 5S principals as a pilot
project at one of the sections.

Step 7 Pilot installation

The 5S pilot installation had covered between 10% and 25% of plant equipment, not just
a few selected machines. The 5S initiatives were planned for a critical area as per the
criteria: where major improvement was needed and where quick success could be
obtained.
The training was imparted to all the employees in the given area regarding various
attributes of 5S programme and the exhaustive feasibility study was conducted for the
pilot area over a period of 8–10 weeks involving all five phases of 5S programme. The
problem identification and mitigation encouraged through team work and quality circle
deliberations. Appropriate resources were provided to undertake and adopt Kaizen
improvements at workplace. Clear goals and deadlines were established for various
activities and team meetings conducted to resolve key issues related to 5S
implementation. The encouraging results were obtained from pilot 5S implementation
project, which paved the way for acceptance of 5S principals for the entire enterprise.

Step 8 Plant-wide Installation

The encouraging results from pilot 5S implementation project facilitated the acceptance
of 5S principals for the entire enterprise. After having a view on the benefits of
implementing 5S, the management decided to implement 5S in all of its plants in year
2011. The aim of 5S is to reduce losses and proper utilisation of all of their resources.
The company decided to implemented 5S in all of its sections. The detailing of various
sections in which 5S is implemented is detailed below: drum section; head and piping
section; non-IBR section; process boiler section; structure section; admin area; store; and
shop floor.
286 A. Singh and I.S. Ahuja

5S coordinator for the entire company was appointed and structured organisation was
formalised for step by step 5S implementation at the entire plant. A good and well
thought out staggered expansion plan was developed for the entire organisation, with a
detailed installation plan for each additional area. The periodic departmental (monthly)
and management (bimonthly) reviews were also planned for scrutinising the progress of
5S implementation.

Step 9 Progress audit

Audit is usually the last step before the certification. This audit has point out existing
deficiencies (and opportunities) to bring 5S to a successful conclusion. The theoretical
part of the audit has been done in the office with the team going over a lot of data
followed by a practical part out in the plant around the equipment. The progress audit
comes 18–24 month after launch to determine if and how:

• Equipment improvement activities have been executed according to schedules.

• The improved equipment condition has been accomplished and documented.

• The planned levels of skill have been accomplished.

Step 10 5S certification and award

The certification process is most important, because certificate is used to show to the
customer that equipment and product quality have been improved and standard
procedures are in practice to maintain the equipment to the highest levels. The
International 5S Institute certification process is based on a strict set of certification
requirements.
The final and most rewarding step of a 5S installation is achieving the 5S Award from
Quality Circle Federation of India (QCFI). The award testifies that your plant is
world-class: highly productive, produces only top quality product, maintains its
equipment in top shape, and has a culture based on teamwork. The management plans to
get the plant certified through QCFI in near future.

10 Steps taken by the organisation to imbibe 5S implementation

In this study, various 5S implementation at various sections of the manufacturing unit

have been presented. The present study covers the detailed study of 5S implementation
and the benefits gained after implementing 5S at the organisation. The employee training
programme was held in the organisation for improving the efficiency of the workers. The
employees at various levels (direct, in-direct, including staff, engineers, executives) were
provided training regarding 5S, job flow, process control by development of standard
operating procedures for ensuring the quality in production. Table 2 depicts the training
provided to employees in the organisation to ensure total employee participation:
 Evaluating the impact of 5S methodology on manufacturing performance 287

Table 2 Employee training status

Total number of Number of employees Percentage of trained

S. no. Subject
employees trained employees
1 1S 510 492 96.47
2 2S 510 485 95.00
3 3M 502 433 86.25
4 AM 297 252 84.84
5 SHED 68 54 79.41

Table 3 Red tag campaign result (see online version for colours)

Red tag
Zone #
Put Removed Pending
Zone 1 22 17 5
Zone 2 9 9 0
Zone 3 11 11 0
Zone 4 45 43 2
Zone 5 12 7 5
Zone 6 5 5 0
Zone 7 8 6 2
Zone 10 96 27 69
Zone 14 7 4 3
Zone 15 11 10 1
Zone 16 17 14 3
Zone 17 1 1 0
Zone 18 9 1 8
Zone 19 3 3 0
Total 256 158 98
Note: If Red tags removed is less than 70%, please fill red colour in that zone.
For affecting improvements at the workplace, consistent efforts were initiated to
eliminate the effects of following situations at the workplace.
• Reducing the number of basic motion
1 Eliminate the unnecessary motion.
2 Reduce eye movement.
3 Combine two or more motions.
4 Place material and tool in affixed position in front of operator.
5 Arrange material and tool in order in which they are used.
6 Use containers that allow materials and part to be grabbed easily.
7 Move in the same direction in which equipment moves.
8 Combine two or more tool in one.
288 A. Singh and I.S. Ahuja

9 Use a mechanism that allows tools to be tightened with minimum amount of

movements.

• Moving at the same time

1 Both hands should start and stop moving at the same time.
2 Move both hands at the same time in a symmetrical motion but in opposite
direction.
3 Improve the efficiency by using the feet when working with both hands.
4 Position the material, tool, and machine so that both hands can move at the same
time.
5 Use a holding tool to hold something for a long time.
6 Device tool that allow both hands to move at the same time.

• Reducing the distance of motion

1 Minimise the distance of movement.
2 Perform motion in optimise body position.
3 Make the work area the smallest size that is not restrictive.
4 Use gravity drives tool to move material.
5 Design machine to be operated at the optimum body position.

10.1 Addressing 3M conditions

Through 5S initiative, efforts were made to address 3M (Muda, Muri, and Mura) in the
organisation, where 3M means elimination of waste, strain and inconsistency in the
organisation. Table 4 depicts the 3M initiatives at the plant, whereas Figure 5 describes
the 3M identified and eliminated as a result of 5S implementation programme.
The standard operating procedures were prepared for each and every machine
displaced at each location.
For ensuring proper up taken of equipment, the organisation also leads special
emphasis on autonomous maintenance, training and deployment in organisation. Figure 6
depicts the status of autonomous maintenance of machines classified as A class, B class
and C class depending upon the criticality.
For affecting significant improvements at workplace, Kaizen implementation was
appropriately planned and executed as depicted in Figure 7.
Further, the abnormalities associated with the production system were systematically
identified and were appropriately addressed using 3W analysis as depicted in Table 5. For
the purpose of planning the actions for mitigation of abnormalities, these were classified
into various categories such as: not ok/working; loose; missing; dirt; undressed wire;
location; broken; marking; holes/gap, etc. as depicted in Figure 8. Further, to evaluate the
severity of the abnormalities, the effects of the abnormalities were also categorised as:
breakdown; quality defects; cost increase and accidents, as depicted in Figure 9.
Figure 10 shows the removal of MUDA of operation as a result of Kaizen
improvement process.
 Table 4

MUDA 1 MUDA 2 MUDA 3 MUDA 4 MUDA 5 MUDA 6 MUDA 7 MURA MURI TOTAL
Month
I E D I E D I E D I E D I E D I E D I E D I E D I E D I E D
Jan. ‘12 0 0 0 0 0 0 0 0 0 0 0 0 2 2 0 2 2 0 0 0 0 0 0 0 4 4 2 8 8 2
Feb. ‘12 0 0 0 0 0 0 0 0 0 0 0 0 2 2 0 1 1 1 0 0 0 0 0 0 2 2 0 5 5 1
Mar ‘12 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 1 1 1 0 0 0 0 0 0 3 3 0 4 4 1
3M STATUS (Month wise)

Apr ‘12 0 0 0 0 0 0 0 0 0 0 0 0 4 4 1 0 0 0 0 0 0 0 0 0 5 5 2 9 9 3
May ‘12 0 0 0 0 0 0 0 0 0 0 0 0 4 4 0 2 2 0 0 0 0 1 1 1 1 1 1 8 `8 2
Jun ‘12 0 0 0 0 0 0 0 0 0 0 0 0 6 6 3 4 4 2 0 0 0 0 0 0 4 4 4 14 14 9
July ‘12 0 0 0 0 0 0 0 0 0 0 0 0 10 10 3 2 2 0 0 0 0 0 0 0 4 4 2 16 16 5
August ‘12 2 1 2 1 1 1 3 3 0 7 1 6 9 6 4 13 13 1 20 0 20 10 7 3 11 8 1 76 40 38
Total 2 1 2 1 1 1 3 3 0 7 1 6 37 34 11 25 25 5 20 0 20 11 8 4 34 31 12 140 104 61
Notes: (1) MUDA of overproduction, (2) MUDA of stock, (3) MUDA of conveyance (transport), (4) MUDA of waiting
(5) MUDA of operation itself, (6) MUDA of movement of worker, (7) MUDA of production of inferior good.
** MURA – system unbalance, MURI – over stress/strain
I = Identified
E = Eliminated
D = Documented
Evaluating the impact of 5S methodology on manufacturing performance
289
290 A. Singh and I.S. Ahuja

Figure 5 3M STATUS (month wise) (see online version for colours)

Figure 6 Status of autonomous maintenance of machines (A class, B class and C class)

(see online version for colours)
 Evaluating the impact of 5S methodology on manufacturing performance 291

Figure 7 Kaizen idea generated, implemented and pending (see online version for colours)

Figure 8 Abnormality classification (see online version for colours)

292 A. Singh and I.S. Ahuja

Figure 9 Abnormality effects (see online version for colours)

Further the organisation had instituted proper incentive mechanisms for facilitating
employees for their contribution to affect improvements at workplace. In this regard, the
employees were provided with certificates of appreciation and their names with pictures
was put-up on the notice board for the commendable contributions made by them. For
this purpose, the awards for best 5S zone, best Kaizen and best suggestion were launched
by the organisation.
Further, monthly review meetings were held in the organisation for scrutinising the
extent of improvement realised through the 5S implementation programme and tracking
the success of 5S programme against the expected goals. This helped the organisation to
keep a check on the deviations from the planned goals.

Figure 10 3M removed (MUDA of operation), (a) before implementation

(b) after implementation (see online version for colours)

(a) (b)
During tube bending we make layout on the Only one person make the layout with the help
floor by using two persons. of magnet instead of second person.
Result: Elimination of one man-power for layout marking
 Evaluating the impact of 5S methodology on manufacturing performance 293

Table 5 Abnormality identified

S Date of Tag What to Target

Area Where What Responsibility
no. detection type do date
1 December- Zone-5 White CNC Wires Proper Shop engineers Done
FY2 tag Area without cabling is
cable tray to done
2 December- Zone-5 White CNC Cable are Wires Shop engineers Done
FY2 tag Area not should be
graduated graduated
3 January- Zone-5 White CNC Oxygen To be Shop engineers Done
FY3 tag Area line is repaired
leak
4 January- Zone-5 White CNC Cabin is To be Shop engineers Done
FY3 tag Area broken repaired
5 February- Zone-5 White CNC Oxygen To be Shop engineer Done
FY3 tag Area regulator repaired
is broken

This was augmented by conducting the routine 5S audits of the workplace for evaluating
the performance of the workplace on account of various phases of 5S activity. Table 6
depicts an audit sheet prepared in the organisation for evaluating the success of first three
phases of 5S programme.
Table 6 5S audit sheet for evaluating success of first three phases of 5S programme

S. Score Max.
Classification Method Remarks
no. (1-5) score
1 1S sorting out No unnecessary material/items lying in the area.
(SEIRI) a Working/open area 2
b Column, slab and side wall area 3
c Almirah/cupboard/lockers 3
d Electrical panel/boards/machines 2
e Surrounding area of zone 2
Frequently used items/files to be kept near to 2
the area.
Sorting of all the material/files lying in the area 3
is to be done, scrap material/files to be scrapped
with scrap note.
Removal of useless 2
software/hardware/components
Material for which decision is required from 3
higher authority is to be red tagged with Record
in red tag register
Red tag material to be kept in local well
identified area of zone. ‘Red tag area’ is
displayed there.
Unused/obsolete equipment’s, racks, machines, 2
tables, chairs, etc. are red tagged properly at
294 A. Singh and I.S. Ahuja

their defined place.

Table 6 5S audit sheet for evaluating success of first three phases of 5S programme
(continued)

S. Score Max.
Classification Method Remarks
no. (1-5) score
1 1S sorting out No mix up of material on 3
(SEIRI) table/drawers/Almirah
Total score for 1S 30
2 2S systematic Material kept in area after 1S to be kept with 4
arrangement proper labelling.
(SEITON) Indexing of all racks, Almirah, cup-board, 4
prefix drawers to be done. A place for everything and
location, everything on its place.
prefix quantity
Proper place defined for parking of vehicles 4
Garden and lawns are properly maintained 4
Files/documents/folder management. 4
Location of tools/files for easy to 4
Retrieve (proper shadow boards, etc.) 4
Proper location and storage of housekeeping
tools (broom, brush, small shovel, bucket for
water, tool for cleaning at heights (if
applicable)
Scrap yard – frequency to clear out is fixed and 3
nothing more than that accumulates (if
applicable)
Only calibrated and measuring instruments, etc. 3
are used (if applicable)
Nothing on the floor/material placed on proper 3
packing
Fire extinguishers are in fixed location and are 3
accessible
Total score for 2S 40
3 3S cleaning, Floor cleanliness – free from dust, oil, mud, etc. 5
shine General cleanliness inside factory-walls, pillars, 5
equipment pipelines without scaling, paint peeling marks,
(SEISO) strains, damages, etc.
Cleanliness of curtains, fans, tube lights, glass 5
Cleanliness of water purifier, water tanks and 4
maintenance of loose connections, damages,
etc.
Cleanliness and hygiene in canteen 3
Cleanliness of racks, table, drawers, Almirah, 5
computer and AC
Zone surroundings free from dust, dirt, etc. 3
Total score for 3S 30
 Evaluating the impact of 5S methodology on manufacturing performance 295

11 Achievements made through strategic 5S implementation

The overall results of the organisation as a result of 5S implementation are shown in

Figures 11(a) to 11(p). These figures reflect the significant contributions of 5S in
organisation.
The aforesaid results reflect the significant contributions to organisational
performance through 5S initiatives.

12 Conclusions

5S approach can easily be applied in various organisations due to its simplicity and easy
recognition. Whilst the results of the application are obtained rapidly, standardisation and
ensuring sustained implementation is sometimes difficult to imbibe in most of the
organisations. The present case study highlights the contributions from holistic 5S
implementation deployment during 30 months in the manufacturing departments of the
subject survey company. The results obtained from the study have revealed that the
organisation performance has been significantly enhanced through sustained 5S
implementation at workplace. The monthly results obtained from the organisation are
testimony to increasing acceptance and acknowledgment 5S initiatives within the
company, by all personnel.

Figure 11(a) Performance indicator summary for the organisation as a result of 5S (see online
version for colours)
296 A. Singh and I.S. Ahuja

Figure 11(b) Red tagging status for organisation as a result of 5S (see online version for colours)

Figure 11(c) Number of suggestions per employee for the organisation as a result of 5S
(see online version for colours)
 Evaluating the impact of 5S methodology on manufacturing performance 297

Figure 11(d) Number of Kaizens per employee for the organisation as a result of 5S (see online
version for colours)

Figure 11(e) Value added per employee cost (VAPCO) for organisation as a result of 5S
(see online version for colours)
298 A. Singh and I.S. Ahuja

Figure 11(f) Labour productivity trend for the organisation as a result of 5S (see online version
for colours)

Figure 11(g) Machine breakdown hours status as a result of 5S (see online version for colours)
 Evaluating the impact of 5S methodology on manufacturing performance 299

Figure 11(h) Delivery schedule adherence status for the organisation as a result of 5S (see online
version for colours)

Figure 11(i) Annual customer complaints as a result of 5S (see online version for colours)
300 A. Singh and I.S. Ahuja

Figure 11(j) In-process rejections for the organisation as a result of 5S (see online version
for colours)

Figure 11(k) Absenteeism for the organisation as a result of 5S (see online version for colours)
 Evaluating the impact of 5S methodology on manufacturing performance 301

Figure 11(l) Total employee involvement index for the organisation as a result of 5S (see online
version for colours)

Figure 11(m) Inventory turn ratio for the organisation as a result of 5S (see online version
for colours)
302 A. Singh and I.S. Ahuja

Figure 11(n) Inventory for the organisation as a result of 5S (see online version for colours)

Figure 11(o) Safety index for the organisation as a result of 5S (see online version for colours)
 Evaluating the impact of 5S methodology on manufacturing performance 303

Figure 11(p) 5S Audit score for all zones of organisation as a result of 5S (see online version
for colours)

The study reveals that 5S implementation has seriously improved the employees
motivation, which has been demonstrated by significant increase in Kaizens suggested
and implemented at workplace, thereby enhancing the value added per employee in the
organisation. The results show significant enhancement in labour productivity, delivery
compliance, safety, and reduction in machine breakdowns, customer complaints,
in-process rejections, absenteeism, and inventory turn ratio. As a result of 5S activities, a
clean and efficient work environment has been obtained, and improved work efficiency
has been witnessed in the organisation. Owing to the successful practices in training and
discipline issues, many factors causing work accidents have been effectively resolved,
inventory levels been optimally managed by the organisation. The analysis of results has
revealed significant results obtained as a result of 5S implementation. Thus, it can be
concluded from the findings of this study that the organisation needs to keep their good
momentum for continually practicing 5S. Therefore, it is recommended that future
facilitators should recognise on several factors that contribute to the successful
implementation of 5S and as well as to be aware with factors that influence the
employees’ active involvement in 5S programme.

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