Five S is one of the basic tenets of lean manufacturing. It originated in Japan as a work-environment enhancing measure, but the Japanese believe this visually-oriented exercise is useful not just for improving the physical environment, but also for improving Total Quality Management (TQM) processes.
The five S's are: seiri (sorting out), seiton (systematic arrangement), seiso (spic-n-span), seiketsu (standardise) and shitsuke (self-discipline).
The dominating principle of Five S is to create ownership for every object in the organisation, so that nothing is neglected. In the first step (sorting out), individual owners sort their belongings into needs (used regularly, used irregularly) and wants (may be used later or scrap).
This is followed by making a systematic layout of the workplace, specifying the storage areas and deciding where to put each item, right from files and documents down to the stapler and pins.
The third phase (spic-n-span) monitors whether the earlier steps (S1 and S 2) are being regularly and effectively carried out and the workspace is kept clean.
What follows next is to standardise the policies and rules that are to be followed by the entire workplace. These include making timetables and indexes that indicate where you can find what, using charts and visuals. Finally, it is self-discipline that is required to sustain Five S.
Many successful organisations have found that by developing a high quality work environment and instilling discipline in the form of procedures and work instructions, employees devoted more energy and time to achieve results.
The Five S practice not only helps to impress the customers but also to establish effective quality processes for good services and products.
Five S is a part of the kaizen family that talks about continuous innovation. The Japanese invented it but its been adopted by range of non-Japanese companies ranging from computer giant Hewlett Packard to legendary motorcycles maker Harley Davidson.
In India companies like Hindustan Lever practice the principles of Five S under the umbrella of their efficiency and quality initiative, Total Productive Maintenance (TPM).
Other Indian companies that have taken up Five S include Bhel (Bharat Heavy Electricals Limited) and the Aditya Birla group.
The five S's are: seiri (sorting out), seiton (systematic arrangement), seiso (spic-n-span), seiketsu (standardise) and shitsuke (self-discipline).
The dominating principle of Five S is to create ownership for every object in the organisation, so that nothing is neglected. In the first step (sorting out), individual owners sort their belongings into needs (used regularly, used irregularly) and wants (may be used later or scrap).
This is followed by making a systematic layout of the workplace, specifying the storage areas and deciding where to put each item, right from files and documents down to the stapler and pins.
The third phase (spic-n-span) monitors whether the earlier steps (S1 and S 2) are being regularly and effectively carried out and the workspace is kept clean.
What follows next is to standardise the policies and rules that are to be followed by the entire workplace. These include making timetables and indexes that indicate where you can find what, using charts and visuals. Finally, it is self-discipline that is required to sustain Five S.
Many successful organisations have found that by developing a high quality work environment and instilling discipline in the form of procedures and work instructions, employees devoted more energy and time to achieve results.
The Five S practice not only helps to impress the customers but also to establish effective quality processes for good services and products.
Five S is a part of the kaizen family that talks about continuous innovation. The Japanese invented it but its been adopted by range of non-Japanese companies ranging from computer giant Hewlett Packard to legendary motorcycles maker Harley Davidson.
In India companies like Hindustan Lever practice the principles of Five S under the umbrella of their efficiency and quality initiative, Total Productive Maintenance (TPM).
Other Indian companies that have taken up Five S include Bhel (Bharat Heavy Electricals Limited) and the Aditya Birla group.