5 Key Reasons Why 5S Is So Essential to Manufacturing

5S Influence In Manufacturing

While 5S was first developed in the context of the automotive industry, it is now widely considered a critical step for any lean manufacturing program in any industry. Today, manufacturing organizations worldwide continue to embrace 5S methods. It’s widely agreed that this productivity-focused paradigm:

5S is straightforward to comprehend and adaptable across industries, yet wide-ranging in its scope and impact. Its five sequential focus areas (sort/seiri, straighten/seiton, shine/seisou, standardize/seiketsu, sustain/shitsuke) aim to clear clutter, tidy workspaces, and enhance ongoing organization.

Here are five key reasons why 5S remains such an influential force across today’s manufacturing landscape:

1. Emphasis on waste reduction (muda)

Saying that 5S helps manufacturing teams to reduce muda or waste is something of an understatement. 5S is uniquely effective because it helps teams to eliminate the seven types of waste from the Toyota Production System: transport, inventory, motion, waiting, overproduction, overprocessing, and defects. Thus, examples of real-life waste reduction are almost endless — from a restaurant supply manufacturer reducing its processing times to a plastic container fabricator decreasing its scrap. By using the 5S methodology, operators are encouraged to improve their overall work environment.

2. Foundation for lean production

5S serves as the foundation for lean manufacturing practices. It incorporates other lean techniques such as Just-In-Time production, value stream mapping, and continuous flow manufacturing. 5S strongly underscores and supports a variety of lean production principles, tools, philosophies, and metrics, including:

As previously discussed, the evolution of the TPS process into a growing emphasis on 5S brought the idea of lean manufacturing to the forefront – thereby ushering in a revolutionary new era of productivity and cost-efficiency.

3. Emphasis on employee engagement

Toyota’s original TPS paradigm encouraged worker input regarding the way daily manufacturing operations were carried out. Similarly, 5S seeks to empower employees by giving them a sense of ownership over their production spaces and work processes.

The element of straighten or seiton, for example, encourages workers to organize their areas in ways that support time efficiency and an economy of movement. The element of shine or seisou inspires employees to regularly clean their workspaces, helping them take pride in the manufacturing tasks they support.

The bottom line - 5S is a low-investment, high-impact lean manufacturing tool that is predicated on people. It engages operators in ‘owning’ their workspace and helps to instill a culture of quality, productivity, and improvement.

The Manufacturing Productivity Improvement Device That Feels Like MagicIn less than 8 hours you can benefit from automated, real-time accurate data.Learn About Vorne XL

35,000+Installations

45+Countries

$3,990One-Time Cost

8Hours to Deploy

50+Years in Business

8Hours to Deploy

50+Years in Business

4. Alignment with Total Productive Maintenance (TPM) and Kaizen principles

5S prioritizes ongoing equipment inspection and maintenance, reinforced by the creation of documented standards. This helps reduce downtime and enhance output quality, while encouraging worker engagement and ownership.

Adherence to 5S standards is considered the foundation of Total Productive Maintenance (TPM) and an integral part of the Toyota Production System (TPS). Total Productive Maintenance (TPM) is a comprehensive approach to equipment upkeep that aims to achieve a “perfect” production state with zero breakdowns, defects, or accidents. Unlike conventional methods, which emphasize periodic intervention from a maintenance team, TPM asks all employees to take an active and ongoing role in maintaining equipment operation. This strongly aligns with 5S.

It’s also been noted that 5S similarly supports kaizen — a Japanese term referring to continuous improvement on the manufacturing floor. In particular, the tenets of standardize/seiketsu and sustain/shitsuke demand a level of discipline that fosters ever-increasing levels of stability, predictability, and output quality.

5. Risk reduction

We’ve already seen how 5S encompasses the consistent application of five key workspace organization principles beginning with the letter “S.” Yet there’s a critical sixth term that should not be overlooked. Keeping work areas in order offers the valuable bonus benefit of safety. Consistently removing clutter, debris, and grime supports added space and improved equipment operation – which, in turn, can greatly reduce the risk of accidents and injuries.

Employees with greater freedom to move around also reduce their risk of musculoskeletal or repetitive motion injuries associated with cramped areas, awkward positioning, or poor posture. Personal days and worker’s compensation claims can add up quickly, so keeping work areas in order offers the valuable bonus S of 5S: safety.