5S

W O R K I N G E N V I R O N M E N T I M P R O V E M E N T

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W H AT I S 5 S ?
The 5S system is a lean manufacturing tool that improves workplace efficiency and
eliminates waste. There are five steps in the system, each starting with the letter S:

By providing a systematic framework for organization and cleanliness, 5S helps

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THE STEPS OF 5S
5S was created in Japan, and the original “S” terms were in Japanese, so English
translations for each of the five steps may vary. The basic ideas and the connections
between them are easy to understand, though.

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THE STEPS OF 5S
These steps feed into each other, so the sequence is important.
• Clearing out unnecessary materials in step 1 (Sort) will provide the space needed to
organize the important items in step 2 (Set In Order).
• Then, once the work space is de-cluttered and organized, dirt and grime can be removed
in step 3 (Shine).
• These changes to workers’ job duties and work environment should be reflected in
updated procedures through step 4 (Standardize).
• Finally, those new procedures won’t amount to much unless responsibility is assigned and
progress is tracked — as required for step 5 (Sustain). And with responsibility and
tracking, workers will continue to apply the steps, returning to step 1.

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STEP 1: SORT
The first step in the 5S process is Sort, or “seiri”, which translates to “tidiness”. The
goal of the Sort step is to eliminate clutter and clear up space by removing things
that don’t belong in the area.
Clearing the Work Area
• For this step, take a close look at the items, tools, and materials in a work
area. Items that are necessary or useful for the work being done in that space
should be kept there. Everything else should be removed.

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STEP 1: SORT
Red-Tagging Unknown Items
• If you find an item that you can’t identify, or that
has uncertain ownership, it’s time to use a red tag.
“Red-Tagging” temporarily attaches a highly-
visible tag to the item, which notes where it was
found and when. Then, red-tagged items from all
work areas are collected in a single location: a
“lost and found” for tools, materials, and
equipment.

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STEP 1: SORT
Reassigning Tagged Items
• Items may wait in the red tag collection
area for a long time. In that case, the
original work area (where that item came
from) doesn’t seem to need it anymore. It
may be useful elsewhere, though.

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STEP 2: SET IN ORDER
The second step, Set In Order, was originally
called “seiton”, which translates to “orderliness”,
A variety of names have been used in English:
“Systematic Organization”, “Straightening Out”,
and “Simplify”, for example. No matter what
it’s called, the goal of this step is to organize
the work area. Each item should be easy to
find, use, and return: a place for everything,
and everything in its place.

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STEP 2: SET IN ORDER
Depending on your facility’s needs, you may
find one approach easier than another:
• Draw up a map, and then implement it
• Physically arrange the workplace first, and
then map it out
• Map as you go, testing ideas and writing
down what works well

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STEP 2: SET IN ORDER
Communicating the Plan
Once storage locations are assigned, each
storage area should be labelled. Label the
outside of cabinet doors to help workers quickly
identify what’s inside each one.
Organization can extend to the floor, too. Work
areas, movement lanes, and storage for
supplies and finished products can all be
marked with floor marking tape.

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STEP 3: SHINE
The third step of 5S is Shine, or “seiso”, which
means “cleanliness”. While the first and second
steps cleared up space and arranged the area
for efficiency, this step attacks the dirt and
grime that inevitably builds up underneath the
clutter, and works to keep it from coming back.

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STEP 3: SHINE
Routine Cleaning
• Importantly, it is not meant to be a job for the
maintenance or janitorial staff. Each worker should clean
their own work area, and the equipment they use. This
approach has several benefits:
• Workers who are familiar with the area will quickly notice
any problems that arise
• Hazards or difficult situations will be understood and
accounted for
• Items that are out of place or missing will be recognized
• Workers will tend to keep their own workspaces cleaner

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STEP 3: SHINE
Shine as Preventative Maintenance
Keeping work areas clean will have many
advantages. One important advantage is
that it’s easy to spot leaks, cracks, or
misalignments. If the people keeping the
area clean are the same people who
work there regularly, they will be quick to
recognize any of these problems.

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S T E P 4 : S TA N DA R D I Z E
The fourth step is Standardize, or
“seiketsu”, which simply means
standardization. By writing down
what is being done, where, and by
whom, you can incorporate the new
practices into normal work procedure.
This paves the way for long-term
change.

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S T E P 4 : S TA N DA R D I Z E
The Power of Writing Things Down
It’s been said that “If it isn’t written down, it didn’t
happen.” Writing down the decisions that you
make in your 5S program will help ensure that
your work doesn’t just disappear. If you made a
5S map in the Set In Order step, that map can be
part of your new standard for the area. In the
same way, the process that you use for red-
tagging items can be written down and included
in the standards.

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S T E P 4 : S TA N DA R D I Z E
Tools for Standardizing
Once you’ve made decisions on how to change your
work practices, those decisions need to be
communicated to workers. This communication is a
key part of the Standardize step. Common tools for
this process include:
• 5S checklists
• Job cycle charts
• Procedure labels and signs

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S T E P 5 : S U S TA I N
The fifth step of a 5S program is
Sustain, or “shitsuke”, which literally
means “discipline”. The idea here is
continuing commitment. It’s important
to follow through on the decisions that
you’ve made — and continually return
to the earlier steps of 5S, in an
ongoing cycle.

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S T E P 5 : S U S TA I N
Never “Once and Done”
The 5S approach was never meant to be a
one-time event, but an ongoing cycle. This is
key, because early successes in 5S can open
the way for problems. If open space becomes
available in the Sort step, but afterward, tools
and materials are allowed to gradually fill in
that space without any organization, the end
result can be an even bigger mess.

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S T E P 5 : S U S TA I N
Sustaining a 5S program can mean different
things in different workplaces, but there are some
elements that are common in successful programs.
• Management support – Without visible
commitment from managers, the 5S processes
won’t stick around. Supervisors and managers
should be involved in auditing the 5S work
processes, and getting feedback from workers.

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S T E P 5 : S U S TA I N
• Department tours – Bringing teams from
one department to visit other departments
will help familiarize the entire workforce
with the processes of your facility. This
type of “cross pollination” helps to spread
good ideas, and inspires people to come
up with new ways to improve the 5S
implementation.

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S T E P 5 : S U S TA I N
• Updated training – As time passes, there
may be changes in your workplace, such
as new equipment, new products, or new
work rules. When this happens, revise your
5S work standards to accommodate those
changes, and provide training on the new
standards.

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S T E P 5 : S U S TA I N
• Progress audits – The standards that are
created in the 5S program should provide
specific and measurable goals. Checking
on those goals with a periodic audit can
provide important information and
guidance. Where is 5S working well?
Where are teams falling behind?

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S T E P 5 : S U S TA I N
• Performance evaluations – Once you
know your goals are reasonable, make
performance part of each employee
evaluation. When teams and individuals
perform well, celebrate it, and post
overall results so each team can see how
they compare to the rest of the facility.

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S T E P 5 : S U S TA I N

Sustain Is Not the End of 5S

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BONUS: SAFETY
A Sixth “S” for Safety
When it comes to lean manufacturing and workplace
improvement, 5S is one of the most widely known
and used lean tools. It’s no surprise: 5S can increase
workplace efficiency, reduce costs, and improve
quality. But with many lean programs, it’s easy to
focus only on those goals, and lose sight of the
human factor. Worker safety is critical. That’s why
many facilities add another step to the 5S cycle,
calling the result “6S” — with Safety.

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BENEFITS OF A 5S PROGRAM

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THANKS FOR LISTENING!

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