Implementing Lean Manufacturing Six Sigma with 5S

In order for a lean manufacturing Six Sigma transformation to take hold, the work environment on a production floor must be conducive to waste elimination. In other words, a work space that is uncluttered, organized and clean helps ensure the success of organizational change. Time is not wasted looking for parts, working around excess inventory on the floor, coping with machine failure or working around the part defects that tend to occur within a cluttered area.

The 5S system can be particularly useful in creating and maintaining efficient work areas. This system strives to improve working conditions and quality, standardize work areas and ensure safe operation all of which are critical to lean manufacturing Six Sigma.

5S is based upon a Japanese cleaning technique. More than a plan for basic housekeeping, the 5S system creates an environment of efficiency critical to lean manufacturing Six Sigma. The 'S's are based upon the Japanese terms Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. The English equivalents for these terms are : Sorting, Storage, Shining, Standardizing, Sustaining.

The 5S System

Placed in terms of a manufacturing floor, the 5S system may be applied as follows :

  1. Sorting (Seiri) - Sorting frees up space in the work environment. By eliminating unnecessary materials such as inventory, scrap parts, excess raw material, etc, valuable floor space is made available.
  2. Storage (Seiton) - Storing creates a system of organizing tools and parts so that either may be found and used more efficiently. This is particularly helpful in reducing wasted time. Mechanisms frequently used in this step include shadow boxes, modular shelving, and storage cabinetry for items such as baskets and brooms.
  3. Shining (Seiso) - Shining simply means cleaning. Once areas have been cleared of clutter, they may be cleaned for better operation. In addition, a clean work area can improve worker moral and pride, which in turn effects performance. This step must be performed on a regular basis to maintain progress achieved in the first two steps.
  4. Standardizing (Seiketsu) - The set up of all work areas should be standardized. In this way, any abnormalities are readily apparent and may be quickly corrected. Employees are an important source of guidance on what operations should be standardized.
  5. Sustaining (Shitsuke) - This tends to be the most challenging step. Sustaining involves the regular upkeep of the 5S system. Because we all grow accustomed to a certain way of doing things, the natural tendency is to revert to practices established prior to 5S implementation. The challenge in this step is to create a new status quo . This can be done with regular evaluation of work areas and a public commitment to an organized, standardized, safe environment.