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Review of 5S methodology and its contributions towards manufacturing

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Article · January 2015

DOI: 10.1504/IJPMB.2015.072320

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408 Int. J. Process Management and Benchmarking, Vol. 5, No. 4, 2015

Review of 5S methodology and its contributions

towards manufacturing performance

Arashdeep Singh*
Department of Mechanical Engineering,
Desh Bhagat University,
State Highway 12A, Mandi Gobindgarh,
Fatehgarh Sahib, Punjab 147203, India
Email: arashdeep_dhariwal@yahoo.com
*Corresponding author

Inderpreet Singh Ahuja

Department of Mechanical Engineering,
Punjabi University,
Patiala 147002, Punjab, India
Email: ahujaips@yahoo.co.in

Abstract: The paper systematically categorises the literature on 5S and

presents a systematic review of literature methodically. The literature on
classification of 5S has so far been very limited. The paper presents an
overview of 5S implementation practices adopted by the manufacturing
organisations and also highlights the contributions of 5S initiatives towards
improving manufacturing performance. The paper reveals the important issues
in 5S ranging from maintenance techniques, framework of 5S, the relationship
of 5S with lean manufacturing initiatives, barriers and success factors in 5S
implementation, etc. The contributions of strategic 5S programme towards
improving manufacturing competencies of the organisations have also been
highlighted. The paper highlights the significant enablers and success factors
for eliminating barriers in successful 5S implementation. The study will be
useful to industry professionals and researchers both and others concerned with
organisation management to understand the significance of 5S and its
contributions towards manufacturing performance.

Keywords: lean manufacturing; 5S; total quality management; TQM; quality

environment; continuous improvement; manufacturing performance.

Reference to this paper should be made as follows: Singh, A. and Ahuja, I.S.
(2015) ‘Review of 5S methodology and its contributions towards
manufacturing performance’, Int. J. Process Management and Benchmarking,
Vol. 5, No. 4, pp.408–424.

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. He is currently working
as an Assistant Professor in Department of Mechanical Engineering,
DeshBhagat University, MandiGobindgarh, Punjab, India.

Copyright © 2015 Inderscience Enterprises Ltd.

 Review of 5s methodology 409

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

Mechanical Engineering at Punjabi University, Patiala, Punjab (India). He
holds a Bachelor’s degree in Mechanical Engineering, Master’s degree 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

With increased global competition, attention has been shifted from increasing efficiency
by means of economies of scale and internal specialisation, to meeting market conditions
in terms of flexibility, delivery performance and quality (Yamashina, 1995). The changes
in the current business environment are characterised by intense competition on the
supply side and heightened volatility in customer requirements on the demand side
(Gomes et al., 2006). 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). In addition, the quality of performance also is vital to be
evaluated and recognised. Such an evaluation can help managers to identify the
improvement of performance.

1.1 Lean manufacturing

In its simplest terms, lean production can be described as the elimination of waste
(Kulkarni et al., 2014). Lean manufacturing is based on the principles and working
processes of the Toyota production system (TPS). It has been most prominent in discrete,
repetitive assembly-type operations. Lean production can be considered as a philosophy
and as a set of tools and practices for the continuous improvement of production
operations are highest quality, lowest cost and shortest lead time (Kumar et al., 2006;
Powell et al., 2013). Lean production and enterprise resource planning systems are often
quoted as being the two most important strategies for achieving competitive advantage in
today’s global manufacturing environments.
In general, there are variety of tools and techniques used in determining effective
manufacturing system in a company (Rahman et al., 2013). Total quality management
(TQM), total productive maintenance (TPM), just in time manufacturing and kanban
system are key tools and techniques used in lean manufacturing besides other techniques
like quality circle, 5S housekeeping and continuous improvement and many others. Lean
philosophy comprises of set of tools that assist in the identification and elimination of
waste that might improve quality as well as production time and cost. Lean
manufacturing is a methodology that meets high throughput or service demands with very
little inventory.
410 A. Singh and I.S. Ahuja

1.2 5S – foundation of lean manufacturing

5S operation model is one tool of the Lean philosophy. 5S philosophy has been accepted
as foundation for lean manufacturing, since it facilitates the manufacturing organisations
to establish the system and operational stability required for securing and sustaining
various lean manufacturing continuous improvement drives successfully (Brady
Worldwide Inc., 2008). Sustainable manufacturing has often referred to as eco-efficiency,
remanufacturing, green technology, cleaner production etc. (Vimal and Vinodh, 2013).
5S leads to improving the order and cleanliness and creating comfort and a safe working
environment. The aim is to increase the productivity of labour. At the same time all the
non-value adding actions, such as the time used for searching, should be cut out. 5S is an
integral step towards kaizen and lean-site manufacturing with the primary goal of being
able to supply the customer (internal, external) with the ‘right product’ at the ‘right time’
in the correct quantities. 5S has been envisaged as a philosophy for affecting continuous
improvements in workplace productivity, quality, throughput and safety (Kumar and
Kumar, 2012). Ho (2006) has introduced 5S practice as the starting point to achieve
TQM, ISO 9000, ISO 14001 and OHSAS18001. 5S has been identified as part of the
green productivity techniques (Johannson, 2006).
The 5S pillars have been envisaged to affect workplace improvement by continuous
identifications and elimination of wastes associated with manufacturing systems. It
comes from five Japanese words start with S which is translated into English words to
give the best explanation for them. 5S is an acronym for five Japanese words; each word
starts with a sound of ‘se’ or ‘shi’. They are Se-i-ri, Se-i-to-n, Se-i-so, Se-i-ke-tsu and
Shi-tsu-ke. 5S is a very effective tool of TQM methodology is very effective and efficient
for improvement of whole organisation. Figure 1 depicts the relationship of 5S with other
lean manufacturing techniques.

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

 Review of 5s methodology 411

1.3 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.
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 (Ablanedo-Rosas et al., 2010). 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 purpose of 5S is to
make the workplace orderly to improve safety and efficiency, reducing the
product defects rates (Dennis and Shook, 2007). ISO 13053 Part 2 suggests two tools
derived from the world of lean production, 5S and TPM, which are usually implemented
in lean Six Sigma projects instead of in a pure Six Sigma project (Dahlgaard and
Dahlgaard-Park, 2006; Chiarini, 2013; Gnanaguru et al., 2011).
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. These
benefits add up to overall improvements in productivity, quality, cost, delivery, safety
and morale.

1.4 Need of 5S in industry

In contemporary competitive environment, industry has to increase its demand without
increasing the sale price of their product. This has forced the manufacturing and service
organisations to improve the effectiveness of production and other related operations to
improve the bottom line by reducing their costs. Thus to achieve the aforesaid targets,
there is an emergent need of holistic adopting 5S principles in the industry. 5S has
emerged as an effective foundation for various lean manufacturing improvement drives
for eliminating waste from the manufacturing process and improve the organisation’s
bottom line by affecting sustained improvement in organisational functions. Within a
pure Six Sigma project where the savings are typically affected by a non-conforming
product or service and customer dissatisfaction, the Lean tools commonly used are 5S,
poka-yoke, visual control management, SMED, TPM and value stream mapping
(Chiarini, 2013; Prabu et al., 2013). 5S initiatives provide an organisation with the
framework and discipline needed to successfully implement various lean manufacturing
continuous improvement initiatives.
The four key objectives of a 5S deployment program include: developing
kaizen-minded people at workplace; evolving teamwork through entire workforce
participation; developing managers and supervisors for practical leadership; and
improving infrastructure for adoption of advanced kaizen technologies (Tsuchiya, 1999).
412 A. Singh and I.S. Ahuja

5S can be used for setting in order materials, products, tools and documents (Chiarini,
2013). Tsuchiya (1999) has portrayed significant benefits of 5S as PQCDSM, that is,
productivity – enhanced competitiveness; quality – eliminating defects; cost – eliminating
waste; delivery – ensuring 100% customer order compliance; safety – eliminating
accidents; and morale – good teamwork.

1.5 History of 5S

The use of 5S as a strategy for achieving business excellence has been evident in Japan
since the Second World War (De Mente, 1994). Osada (1989) introduced 5S in early
1980’sfor considerably enhancing the environmental performance in production and
services. Since its introduction and acceptance by Japanese’s firms in Japan, 5S practice
has been successfully deployed in many western countries including USA.
Firstly, 5S was implemented at Toyota Motor Corporation as part of their production
system, namely TPS. The 5S has also been widely used in TQM systems, where it has
been referred to as part of a series of quality initiatives (Yusof and Aspinwall, 2001;
Ahmed and Hassan, 2003). 5S has evolved as an efficient housekeeping tool and a system
for maintaining a good working environment (Ho, 1999a; Krasachol and Tannock, 1999).
Now-a-days in this dynamic and technological world, 5S approach is essentially required
for each and every company for their survival in its products and services.

1.6 Elements of 5S

5S is an approach to organise, order, clean, standardise and continuously improve a work

area. 5S is not just about housekeeping. It is one of the efficiently-working 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). These
words when translated mean sort, set in order, shining, standardise and sustain,
respectively. 5S is the beginning of a healthy, comfortable and productive life for
everyone at work. In the workplace, 5S is used ‘to organise the workplace, to keep it neat,
to clean, to maintain standardised conditions and to maintain the discipline that is needed
to do a good job’ (Osada, 1991).
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. The inter-relationship
between different ‘5S’ initiatives has been depicted in Figure 2.
The meaning of various 5S terms has been described below:
The first S, Seiri, represents ‘organisation’, which means ‘to put things in order – to
organise them – in accordance with specific rules or principles’ (Osada, 1991). This
begins with distinguishing between the necessary and the unnecessary items in order to
create a system that works effectively. This activity helps to discard unnecessary items
from the workplace, thereby facilitating efficient use of space available with an
organisation. The unnecessary items are either stored offsite/discarded leading to fewer
hazards and less clutter.
 Review of 5s methodology 413

Figure 2 Interrelationship between different ‘5S’ initiatives

The second S, Seiton, means ‘neatness’ and aims to have things in the right place or right
layout so that people can obtain or use whatever they need quickly. To do this, one must
prioritise the necessity and importance of goods/equipment to maximise ease of location.
The key questions who, what, why, where, when and how (Imai, 1986) should be asked
of oneself in respect of each item. This activity involves ensuring designated locations for
all items in the workplace, thereby facilitating employees to have efficient control over
the operations and helps employees to meticulously plan materials, supplies, or tools
requirements (Brady Worldwide Inc., 2008).
The third S, Seiso, means ‘cleaning’, which emphasises self-inspection, cleanliness
and creating a faultless workplace. This step includes three primary activities which
include getting the workplace clean, maintaining its appearance and using preventive
measures to keep it clean. Shining at the workplace eliminates dirt, dust, fluids and other
debris. 5S teams may use paint or coat work surfaces, equipment, floors and walls for
demarcating various activity areas (Brady Worldwide Inc., 2008). Active self-inspection
of machines by operators and embedding quality into each work process, increases work
life and performance, hence avoiding fatal breakdown or downtime in operations.
The fourth S, Seiketsu, means ‘standardisation’, that is, maintaining one’s workplace
so that it is productive and comfortable by repeating Seiri-Seiton-Seiso. During this phase
of implementation, the team develops the standard operating procedure for establishing
the improved workplace practices (Osada, 1991). The standardisation initiatives usually
414 A. Singh and I.S. Ahuja

focus upon consistent deployment of visual controls at workplace, besides development

and promotion of standard work instructions such as colour-coding, flow charts,
checklists and labelling to help reinforce a uniformed approach across entire organisation.
Finally, the fifth S, Shitsuke, means ‘sustain’. This is critical to understanding and
implementing 5S. Sustain aims at maintaining the achievements garnered through
successful accomplishment of 5S initiatives and requires a continuous auditing process
for maintaining the performance enhancement realised through 5S program (Patel and
Thakkar, 2014).

1.7 Tangible benefits OF 5S

5S operation model brings a lot of benefits. Some of those are economical and some
improves human capital. The results of strategic 5S implementation can be seen in staff,
environment, quality, production and offices. The significant measurable benefits realised
through 5S programme are depicted below:

• upgradation of productivity and the quality of actions

• reduction in work in-processes and shorten lead-times

• safer shop floor and office operation due to reduced accidents and unsafe situations

• generation of more and better ideas through visible results

• decreasing searching times and costs

• improvement in equipment reliability and maintainability leading to enhanced

quality and productivity

• optimum economy in equipment and management for the entire life of the equipment

• cultivating equipment-related expertise among operators and skills among operators.

1.8 Intangible benefits of 5S

The significant intangible benefits realised through 5S programme are depicted below:

• improved company image

• to create an enthusiastic/motivating work environment

• reduced non-value adding activity

• better working circumstances and rising comfort

• reduced unnecessary human motion and transportation of goods

• improved safety at workplace

• improved coordination and teamwork among employees (Patel and Thakkar, 2014)

• improved floor space utilisation

 Review of 5s methodology 415

• easy adaptability to kaizen, continuous improvement culture in the organisation

• greater employee participation

• a way to avoid blaming people for defects

• a way to make people work harder and faster (Dossenbach, 2000).

1.9 Review of literature

Japanese practitioners consider 5S useful not just for improving the physical
environment, but also for enhancing the TQM processes as well (Ho et al., 1995). Imai
(1997) attributes 5S as an integral part of the house of Gemba Management and critical to
the kaizen process, which enables organisations to be successful in deploying TQM
philosophy (Khanna, 2009). Historically, 5S has focused on improvements in
manufacturing arenas pursuing implementation of lean manufacturing or JIT
manufacturing principles (Jusko, 2002; Schmidt et al., 2003). Beside the manufacturing
sector, there are many examples of successful implementation of principles of 5S, even in
the service sector organisations, like supermarkets, fast food restaurants, hotels, libraries,
warehouses, homes, schools, communities and leisure centres (De Mente, 1994; Gapp
et al., 2008).
Osada (1991) views 5S as a strategy for organisational development, learning and
change, whereas Hirano (1995) considers 5S to be an industrial formula that
differentiates a company from its competitors (Bayo-Moriones et al., 2010). Esain et al.
(2008) have identified 5S as a structural method to speed up operational change and
focused on overseeing workplace discipline and control (Abdul Aziz et al., 2014).
5S methodology has become the topic of research in the recent times. Many
researchers have investigated and formulated the methodologies of 5S, which have
helped in optimising production and management in modern industries. The research and
development efforts over the last three decades have resulted in improvement and
increase effectiveness of processes. The literature of 5S methodologies has been reviewed
thoroughly and it has been presented and discussed below:
Suehiro (1981) has concluded that the integrated visual control system (me-de-
mirukanri) is necessary for successful 5S implementation. The Japanese approach to
quality, just-in-time (JIT), kaizen (continuous improvement) and TPM have also been
developed and formalised concurrently as a management method to commensurate with
5S principles.
Womack et al. (1990) have investigated the correlation between a 5S implementation
and productivity, quality and cycle time measurements in a large manufacturing plant.
The study concluded that lean uses less of everything compared to traditional
manufacturing.
Osada (1991) has found 5S as a foundation to a total quality environment. According
to Osada, 5S initiatives result in reducing waste and optimising productivity and quality
by improving workplace efficiency and enhancing visual workplace management for
realising significantly consistent operational performance. 5S leads to embedding the
values of organisation, neatness, cleaning, standardisation and discipline into the
workplace basically in its existing configuration.
416 A. Singh and I.S. Ahuja

Suzuki (1992) has claimed that 5S implementation autonomy have direct relationship
with each other. In the Japanese context, 5S is a strong platform for the development of
an integrated management system.
Hirano (1996) has proclaimed that the difference between an efficient company and
an inefficient company is that the environment in good companies promotes the concept
of identifying and acting on problems without delay. They do this by visual control
through the use of the 5Ss. Hirano has further stated that implementation of 5S is the
starting point for ensuring survival of the business because maintaining organisation,
orderliness and cleanliness are crucial for the smooth and efficient flows of all activities
that occur in all organisations.
Sarthi (1996) has stated that improvement in the performance of Indian organisations
have been stagnated over the years. Since 5S and TQM philosophies have proved its
success world-wide and Indian organisations are also taking the same route for focusing
on 5S and TQM tools extensively, one of the major reasons for dismal performance of
Indian organisations in the world market may be attributed to the poor focusing on
competency-based training for the improvement of 5S and TQM.
Devadasan et al. (1999) have concluded that in order to portray the performance of 5S
through financial accounting statements, it is necessary to identify both tangible and
intangible expenditure and income associated with the programme.
Albert (2003) has concluded that 5S program significantly enhanced the appearance
of the plant and the heightened awareness and outlook of the workers. The majority of
their efforts resulted in a 50% reduction in setup times, thereby improving the profits for
the organisation.
Chaneski (2004) observed that integration of 5S into the organisations can facilitate
realisation of significant organisational achievements. The strategic initiatives for
successful 5S program include highlighting the benefits of 5S program, ensuring total
employee involvement, communicating progress made, addressing non-compliance and
recognising the need for ongoing reinforcement.
Kobayashi et al. (2008) have investigated how a Japanese philosophy for life, the 5S
concept, has been applied to achieve business improvement in Japan, the UK and the US.
Japanese 5S has emphasised upon ‘improvement’ the most, a focus on more efficient and
effective business performance, whereas in the UK and US, 5S was directly related to
‘work’. The perception of 5S in UK and US was limited to a work-related concept, as
opposed to the Japanese interpretation that 5S is an application of life wisdom to business
situations.
Khamis et al. (2009) has concluded that effective implementation of the 5S activity
depends on commitment of top level management, total involvement of staff at all levels
within the company, function and background of the business, publicity given to the 5S
activity and finally the conducted for the organisation in implementing the 5S practices.
Shumin and Xiaoling (2009) have proposed to combine downsizing with 5S
management and tried to classify downsizing into five steps: Seiri, Seiton, Seiso,
Seiketsu, Shitsuke. After identifying the basic points of 5S and downsizing, they
established a downsizing management mode for enterprises based on 5S management
which could be used to solve tough questions produced in the process of downsizing and
downsizing risks. Through this downsizing mode and procedure, it would be useful to
avoid downsizing risks, to achieve goal of downsizing and to enhance competing
capabilities (Figure 3).
 Review of 5s methodology 417

Figure 3 Downsizing management mode based on 5S management

‘SEIRI’
Define scale, scope and index of downsizing.
Question: Who should be cut-off reluctantly?

‘SEIKETSU’ ‘SEITON’
Standardize downsizing ‘SHITSUKE’ Employee centred negotiation
management. Forge and communication.
enterprise
Question: How to achieve laid- culture Question: Why it is me on the
off employees identification? black list?

‘SEISO’
Provide aftercared and indemnificatory
measures.
Question: How to make the laid off
employees leave peacefully?

Bayo-Moriones et al. (2010) have explored the relationship between 5S use, contextual
factors and performance. The contextual factors comprise structural features of the firm,
environment, human resources and technology and quality management. A very strong
positive association has been found with most of the advanced manufacturing
technologies considered and participation in quality programs like ISO 9001 or EFQM.
Therefore, it was concluded that 5S is often regarded as a prerequisite for effective
quality programs.
Goetsch and Davis (2010) have outlined that in order to have a dedicated and
committed employee towards the implementation of 5S programs, the top management
levels need to be proactive in introducing and promoting the importance of exercising 5S
practices among their subordinates.
Thawesaengskulthai (2010) has identified that the increasing pressure towards
continuous improvement (CI) and the organisational desire to achieve business
excellence, high performance, or to become a world-class organisation drives the
adoption improvement initiatives. At one time, there were only few choices to choose
from, e.g., quality control circle (QCC), JIT and 5S. Based on theoretically and
empirically grounded, this paper concluded four main criteria for selecting improvement
initiatives (i.e., fashion setting, pay-off, strategic fit and organisation fit) and provides a
selection framework incorporating comprehensive criteria and a holistic model.
Zhang and Yaqing (2011) have presented discussions about defects found in 5S
implementation based on investigations carried out in workshops of three make-to-order
(MTO) electronic assembly companies of China. The study concluded that coordination
and support from all employees and managers were essential for successful
implementation of 5S.
Ghodrati and Zulkifli (2013) have conducted a study to determine performance
factors and characteristics in industrial organisations and identifying the effectiveness of
5S implementation on organisational performance as well. The results show that 5S is an
effective tool for improvement of organisational performance, regardless of organisation
418 A. Singh and I.S. Ahuja

type, size, its production or its service. Consequently, 5S techniques had strongly
supported the objectives of organisation to achieve continuous improvement and higher
performance.
Khanna and Gupta (2013) stated that the Japanese have a phenomenal impact
on the world’s market using 5S and TQM philosophy. The research has been undertaken
to study the effect of competency-based training on the implementation of 5S and
TQM principles and compiles a list of the most important competency variables and
prepares a competency training module for the industries. 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.
Matawale et al. (2013) has deployed interpretive structural modelling (ISM)-based
model for depicting the interrelationships among various drivers for individual lean, agile
and leagile manufacturing system and, thereby, future research routes have been
suggested as well.
Putro (2013) has conducted a study on 5S implementation in Bengkel ABC for
organising spare parts and wastes in Bengkel ABC. Putro concluded that 5S
implementation in Bengkel ABC resulted in 30,200 cm2 more space after 5S
implementation, thereby providing the organisation to utilise the resulting free space to
increase the number of stocks. Further the study concluded that the investment made in
implementing 5S had been recovered in merely 48 days. Further, 5S implementation
resulted in better organising of spare parts and tools.
Rojasra and Qureshi (2013) have conducted a study on implementation of 5S
methodology in the Krishna Plastic Company, Gujarat, India. The study revealed that out
of the available various lean manufacturing techniques, 5S offers good potential for
required improvement. The results of the case study after the 5S implementations have
revealed that production system efficiency has been improved from 67% to 88.8% in a
time span of ten weeks through 5S implementation.
Ramesh et al. (2014) has presented an application of 5S in technology in a Bio-mass
processing unit. 5S lean technology has been utilised for achieving project diagnosing the
production process, streamlining the workflow, removing/reducing process waste,
cleaning the production environment. The work was a combination of both culture
changes and tangible/physical changes on the shop floor. The 5S implementation has
resulted in enhancement of efficiency and productivity, while ensuring a pleasant
organisational climate. The project has drastically changed the plant and developed the
infrastructure for a successful implementation of continuous improvement as well as
other best practices and quality initiatives.

1.10 Obstacles in implementing 5S methodology

Boyer and Sovilla (2003) have identified five barriers that may hinder successful Lean
manufacturing. They are: executive issues, management issues, implementation issues,
technical issues and cultural issues. The common obstacles faced by many organisations
in successfully implementing 5S programme at workplace include:
1 lack of interest from the top management
2 inability of top management in promoting/imbibing team working initiatives
3 lack of availability of resources
 Review of 5s methodology 419

4 absence of efficient communication mechanisms in the organisation

5 lack of motivation to the employees

6 lack of training to the employees

7 absence of kaizen and team working attitude amongst employees

8 some employees believe that it is their job to focus on productivity, not to organise
or clean things.

1.11 Success factors for implementing 5S methodology

1 Top management participation can create an environment that supports the
implementation of 5S. Without the support of management, hesitation and resistance
will kill the initiative. Proper understanding, commitment and active involvement of
the top management are needed for implementation of 5S.

2 Improved communication and teamwork arecritical for removing barriers between

the top management and the employees (Khamis et al., 2009).

3 There should be proper training (internal and external) for the entire workforce from
top to bottom of the organisation. This provides motivation to the employees for
continuous improvement.

4 There should be culture for team work, functional team and autonomous
improvement of the team. Autonomous culture develops a habit of doing one’s work
by him.

1.12 Steps for implementing 5S programme

The steps for implementing 5S programme have been outlined below:

1 get top management commitment (Ho, 1999a)

2 educate all about 5S (Ho and Cicimil, 1996)

3 draw up a promotional campaign (Ho and Cicimil, 1996; Ho, 1999b)

4 keep records (Ho and Cicimil, 1996; Ho, 1999b)

5 impart 5S training for implementation (Ho and Cicimil, 1996)

6 evaluate the 5S programme (Ho and Cicimil, 1996; Ho, 1999a)

7 devise ways for updating the system (Ho and Cicimil, 1996).

Figure 4 shows the roadmap to quality engineering (QE) 5S implementation

in an organisation as suggested by Ministry of International Trade and Industry (MITI),
Malaysia (http://www.miti.gov.my/storage/documents/f71/com.tms.cms.document).
420 A. Singh and I.S. Ahuja

Figure 4 Roadmap to QE 5s implementation (see online version for colours)

1.13 Conclusions

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. 5S approach can be easily
applied in all organisations sue to its simplicity and easy recognition. Whilst the results of
the application are obtained rapidly, its sustained implementation is very challenging for
an organisation.
5S approach should not be treated as a short term programme; rather it
requires standardisation and consistent policies for ensuring long term implementation
plans for realisation of organisational objectives. A successful 5S application is
dependent on updating the education and trainings to be provided by the organisation
to the employees. 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.
Finally, the organisations need to install a mechanism for evaluating the relative
success/performance of 5S initiatives amongst various teams, departments, companies,
etc. groups for realisation of organisational goals of sustainability and success over
considerable period of time.
 Review of 5s methodology 421

References
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