International Journal of Engineering and Advanced Technology (IJEAT)

ISSN: 2249 – 8958, Volume-8 Issue-6, August 2019

5S Methodology Implementation in the

laboratories of University
Kshitij Ranjan Srivastava, Ravi Kant Gupta, Manu Khare
 be accounted for. The gemba team takes a gemba walk
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Abstract: This paper represents an overview of 5S practices and which is important aspect of the lean management
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its implementation in university laboratories to improve the philosophy. A strong leadership can bring in the change and T T T T T T T T T T

quality of the laboratories. It also, highlights the contributions of this can only be done by the top management and as well as
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5S initiatives towards improving the maintenance of laboratory

resources. It shows how learning, improvement, control and each and every employee working in the company with the
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maintenance of the resources and activities are performed by determination to improve every day. The commitment of the T T T T T T T T T

reducing non-value added time, reduced cost and most top leadership in the lean transformation is highlighted in
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importantly, laying the foundation for continuous improvement. every university. The leadership as, a cornerstone for
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Apart from these, implementation of 5S also increase the engaging the faculty and staff in continuous improvement
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efficiency in terms of productivity by reducing the capital input.

Furthermore, the involvement of faculty and laboratory staff in
initiatives,T somethingT thatT theyT considerT as,T aT criticalT
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daily improvements is also critical for the success of factorT forT introducingT aT leanT leadershipT system.T TheT
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implementation of 5S. It thus contributes to lean leadership presentT researchT work,T developedT inT theT universityT
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which is a way of sustaining and continuously improving respondsT toT theT continuousT improvementT processT
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performance in the laboratory of the university. This paper shows implementationT andT theT needT toT optimizeT availableT T T T T

how 5S is beneficial and why it is the foundation stone for any

laboratory that wants to sustainably grow and become a
benchmark.
Keywords : Lean manufacturing, continuous improvement,
concurrent engineering, leadership
5S is a continuous improvement and effective space
managementT techniqueT whichT emergedT inT JapanT asT aT
consequenceT ofT theT applicationT ofT theT kaizenT cultureT
(continuousT improvementT inT personal,T family,T socialT
andT professionalT life).T TakashiT OsadaT developedT theT
T T
5ST techniqueT inT theT earlyT 1980s,T whichT helpedT theT
T T
resourcesT usedT inT differentT laboratoriesT forT trialsT andT
practice.
2. Development and Methodology
TheT 5ST techniqueT isT usedT inT everyT typeT ofT laboratoriesT
(mechanical,T biological,T pharmaceutical,T etc.)T inT allT kindT
I. INTRODUCTION ofT universityT throughoutT theT worldT (Altamirano,T 2013;T
Ananthanarayanan,T 2006;T Chitre,T 2010).
TheT techniqueT usedT forT theT 5ST implementationT involvesT
twoT phasesT andT severalT stagesT forT everyT partT ofT 5S,T soT itT
T T T T T
isT especiallyT importantT thatT allT theT laboratoriesT ofT theT
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universityT systemT haveT beenT integratedT inT theT process.T
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TheT 5ST areT theT initialsT ofT fiveT JapaneseT wordsT whichT
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industrialT revolutionT ofT JapaneseT manufacturing at that

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representT eachT ofT theT fiveT stagesT thatT makeT upT theT
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time. 5S is defined as a low-cost technique to clean, order,

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methodologyT (Osada,T 1989;T Kobayashi,T 2005): T T T T

organize, and standardize the workplace. The outcomes of SeiriT (organization,T sorting)T –T InvolvesT organizingT theT
T T T T T T T

implementing 5S in educational laboratories and toolsT andT materials.

T T

manufacturing industries include organization, safety, T

SeitonT (settingT anT orderT ofT flow,T streamlining)T –T
T T T T T T T T

efficiency,T cleanliness,T visualT workplace,T storageT spaceT

T T T T T T
InvolvesT settingT ofT theT toolsT andT materialsT inT theT
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utilization,T costT reduction,T improvedT workflow,T reducedT

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orderlyT fashionT inT theT orderT ofT requirement.T
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inventoryT andT reducedT waste.T TheT techniqueT consistsT

T T T T T T T
SeisouT (shining,T cleaning)T ItT involvesT cleaningT andT
T T T T T T T

ofT fiveT steps,T statedT inT theT JapaneseT languageT as:T

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maintenanceT ofT theT toolT andT materials. T T T T T

-SeiriT (sort),T SeitonT (set-in-order),T SeisouT (shine),T

T T T T T T
SeiketsuT (standardize,T visualT control)T ItT makesT
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SeiketsuT (standardize),T andT ShitsukeT (sustain)T LeanT

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StandardT WorkT InstructionsT (SWIs) for 5S. Once
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manufacturingT isT alwaysT associatedT withT 5S,T inT theT T T T T T T T T

standardized and sustained, these standard operating T T T T T T

simplestT terms lean manufacturing can be described as the

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procedures (SOPs) and SWIs become the basis of T T T T T T T T

elimination of waste. The top management can play a major

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experiments on how to further improve them, thus leading to T T T T T T T T T T

role in the implementation of the 5S in any industry or

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continuous improvements. T T

educational institutes laboratories. Regular audits and a

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Shitsuke (sustain, discipline and habit). Laboratory in-charge
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“gemba team” must be made to ensure regular monitoring of

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need to actively participate, as working staff available in the
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its implementation and thus, continuous improvements can

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laboratory for experimental work or fabrication work, or in
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the office. Sustain is about making 5S a long-term program,

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not just an activity or short-term project. 5S becomes a part

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Revised Manuscript Received on August 25, 2019.
* Correspondence Author of university and with time setup will start to notice
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Kshitij Ranjan Srivastava1, 1Manipal University Jaipur, Jaipur, continuous positive results. T T T

India-303007 Table 2.1 shows the action

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Ravi Kant Gupta1*, 1Manipal University Jaipur, Jaipur, India-303007

Manu Khare, 1Manipal University Jaipur, Jaipur, India-303007
plan regarding the
implementation of 5S, what

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Blue Eyes Intelligence Engineering
DOI: 10.35940/ijeat.F9555.088619
5079 & Sciences Publication
 5S Methodology Implementation in the laboratories of University

and how action to be taken. Table 2.2 shows that the how to the university about the duration and level of the project.
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do improvement plan by using SIPOC tool. SIPOC tools T T T T T T T T T2. Decide team and their work:
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defines the different operations or activities performed in the

T T T T T T T T T Ta. A team of laboratory in-charge, staff and faculty involved
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laboratories. T in the laboratory

T T

TABLE 2.1 ACTION PLAN T T T T b. A middle management representative to provide and

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What? How? arrange documents, training and other T T T T T

(Action to take) T T (Action steps) T Tfacilities.

Check with leadership to T T T T
3. Selection of a laboratory for pilot study.
Meet with the supervisors. T T T
T T T T T T T T

conduct 5S. T
T 4.T ImplementationT ofT 5ST inT selectedT laboratoryT andT
T T T T T T T T T

Identify the processes that T T T T Take regular visits to T T T T

learnT theT methodologyT andT developT anT
T T T T T T

are used in the laboratory.

T T T T learn.
Timprovement that shows as model study to implement in the T T T T T T T T T T
3Make a 5S team to T T T T T No process should be
T T T T

regularly follow up. T T missed. other facilities of the university.

T T T T

Establish scope of the T T T T

T5. After successful implementation in model laboratory, 5S
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Accordingly set the plans. T T T

has been start Implementation other
system. T T T T T

Establish project plan and T T T T Draft plans according to T T T T Tlaboratories of the university. T T T

milestones. what is required. T T TheT aimT ofT 5ST methodologyT implementationT isT toT
T T T T T T T T

Identify and map laboratory T T T T The regular visits will

T T T T
achieveT theT aimT towardsT zeroT defectsT andT cleanliness.
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process. help with this process.

T T T
4. Leadership and Management for Lean
T T T T T

Identify and devise T T T

Learn the flaws from last T T T T T Lean manufacturing implementation in the university
T T T T T T
continuous improvement T T
plan to improve on. T T T laboratory is a challenge for the management. The major
plans. T T T T T T T T T

Clear up with permissions T T T T

error made by the management while implementing lean can
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Implement plan. T
be summarized as follows.
to implement.
T T T T

Implement continuous T T Find out if it is all set

T T T T T T T i. Not realizing the urgent need
T T T T T T

improvement plans. T rightly. ii. There is no powerful guiding coalition

T T T T T T

Internal Quality Audit T T T

iii. Absence or lack in vision.
Meet with the supervisors. T T T
T T T T T

support. iv. Unable to overcome obstacles for achieving vision.

T T T T T T T

Management Support. T Meet with the supervisors. T T T

v Declaring successful or victorious.
T T T T

Conduct regular audits. T T Meet with the supervisors. T T T

vi. Neglecting to anchor changes firmly in the corporate
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Check the checklist T T T Checklist should be ready T T T T

culture.
regularly. every day. T
Lean leadership helps an organization to improve the
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employees performance from within and benefit T T T T T T

Table 2.2 SIPOC (Supplier - Input - Process - Output -

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organization. Lean leadership can be described through five T T T T T T T T

Customer):- principles
a. Culture improvement
T T T

Supplier Input Output Customer

b. Developing oneself,
T T

Wood,T Metal,T
FinishedT c. Qualification
equipment’s,itemsT Students,T T

UniversityT jobT asT

requiredT toT staff,T d. Policy implement
T T
Department perT theT
performT teacher 5. Team
curriculum T

experiment.
A teamT ofT faculty,T laboratoryT in-chargesT andT studentsT
T T T T T T T T

Operation or Activity T T
wereT involvedT inT theT 5sT techniqueT implementationT inT
T T T T T T T T

Collect of Tools, materials. T T T

theT laboratory. T

Preparation of specimens and jobs using tools T T T T T T

TheT teamT willT functionT toT giveT suggestionT regardingT
T T T T T T T T

After preparation of specimens and jobs, Keep the tools

T T T T T T T T T
5ST techniqueT implementation,T collectionT andT analyzingT
T T T T T T

back in the allocated location.

T T T T
theT information,T proposingT andT developingT newT ideasT
T T T T T T T

Keep the specimens and jobs made in the destined

T T T T T T T T T
forT improvementT andT findingT betterT solutionsT withT aT
T T T T T T T T

location.
teamworkT approach.T TrackingT andT analyzingT theT 5ST T T T T T T T

Table 2.3: Operation in SIPOC

T T T T
boardT indicators. T

Operation or Activity T T
TheT implementationT ofT theT 5ST systemT isT shownT byT
T T T T T

Collect of Tools, materials. T T T

beforeT andT afterT imagesT inT theT various laboratories.
Preparation of specimens and jobs using tools T T T T T T 6. Result
After preparation of specimens and jobs,
T T T T T T Implementation 5S in the laboratories of the university T T T T T T T T

Keep the tools back in the allocated location.

T T T T T T T
improve the efficiency of the laboratories in terms of
T T T T T T T T T

Keep the specimens and jobs made in the

T T T T T T T T
productivity as well as improvement in the workplace. This T T T T T T T T T

destined location. T
technique only be successful because of the cooperation the
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3. Process and Procedure (High level):

T T T T T
staff, teachers, laboratory in-charges and leadership. This
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Process and procedure to implement 5S has been as

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technique saves the 20% time in job preparation, reduce the
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follows: inventory and 15% more T T T T

1.To implement the 5S in the laboratories of the university

T T T T T T T T T T
space is available to setup T T T T T

first step to obtain the commitment from the Leadership of

T T T T T T T T T T
other equipment and facilities. T T T T

Published By:
Retrieval Number F9555088619/2019©BEIESP
Blue Eyes Intelligence Engineering
DOI: 10.35940/ijeat.F9555.088619
5080 & Sciences Publication
 International Journal of Engineering and Advanced Technology (IJEAT)
ISSN: 2249 – 8958, Volume-8 Issue-6, August 2019

Also removed materials and unnecessary tools in the system.

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Figures shows the changes before and after 5S

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implementation.

Fig 5.3 - Here we see an example of the 3rd step Shine

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that is to develop a clean workstation/table without

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unwanted items, dirt and dust, so problems can be more

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easily identified.
T

Fig. 5.1 - This is the 1st step of 5S Sort, which is

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identifying between necessary and unnecessary items, and

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removing of what you do not need.

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Fig 5.2 - This shows us the implementation of the 2nd step

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in 5S that is Set in Order which is the practice of sequentially

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storage the right item, right time , right place can be picked
T T T T T T T T T T T T

effectively and efficiently and easy to access for everyone.

T T T T T T T T T

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Blue Eyes Intelligence Engineering
DOI: 10.35940/ijeat.F9555.088619
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 5S Methodology Implementation in the laboratories of University

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T T T T T T T T T T T T T
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T T T T T T T T T T
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Blue Eyes Intelligence Engineering
DOI: 10.35940/ijeat.F9555.088619
5082 & Sciences Publication
 International Journal of Engineering and Advanced Technology (IJEAT)
ISSN: 2249 – 8958, Volume-8 Issue-6, August 2019

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Published By:
Retrieval Number F9555088619/2019©BEIESP
Blue Eyes Intelligence Engineering
DOI: 10.35940/ijeat.F9555.088619
5083 & Sciences Publication