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5S -‐ What is it and where can it be deployed?

Introduction

Simply by walking through a workplace it can be immediately identified to the trained eye whether the work environment is efficient, effective and operating to its optimum. Deploying 5S into the workplace provides the ‘trained eyes’ down to the lowest level so that the efficiency of the company is improved from the bottom up. It helps eliminate the wastes identified in the Kaizen module by natural occurrence as fallout from the 5S programme.

Sort, set, shine, standardise and sustain (5S) has been around for several decades now and has been used effectively by some of the most successful industries world- wide.‐

5S is but one tool in the armoury of Lean Manufacturing; however, it is one of the fundamental elements of successful deployment of Business Improvement Techniques.

The programme can be introduced successfully in an industrial environment as well as an administrative or clerical business as inefficiencies are readily identified in both.

What is it?

5S is a systematic approach to organising a workplace whether it is deployed in an industrial or clerical environment is equally beneficial to both. 5S goes hand in hand with Kaizen (subject of another paper);

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it is the first stage of setting up the most effective process that permits the workplace to operate more effectively and efficiently.

How can it help the employer?

5S helps an Employer to get control of the productive space within a business as well as help eliminate wastes inherently present in companies. Making all productive space pay its way is critical to the bottom line ensuring that profitability is maximised. This, in turn, allows the improved turnover and profitability to attract more investment into the business.

How can it help the employee?

To maximise the effectiveness of 5S deployment it is critical that employees understand and supports its introduction into their work place. From this aspect it can sometimes be seen as a threat to jobs, whereas in reality it is more usually the opposite, as improving efficiency on the shop floor permits the reallocation of resources or introduction of new work from diversification. It is up to both management and the training provider to afford the necessary assurance to employees that efficiencies do not necessarily mean redundancies.

What is involved in delivering 5S in the workplace?

Delivering 5S effectively requires the whole workforce or, at a bare minimum, a significant cross section of employees seeded with key personnel from the supervisory level within a company. This is necessary to maximise the benefit of the module across the whole company. To be effective, sufficient personnel need to be trained in the methods employed by 5S so that centres of excellence and cooperation are identified, where good ideas can be shared and the least effective discarded.

An example of successful deployment of 5S

Success is evident if time is taken to look at mega companies, such as Toyota. But can the ideas developed in the 1940s and moulded by these mega companies be modified and deployed into small and medium businesses? The simple answer is yes. BIT and 5S have been deployed successfully in companies worldwide. Certainly the process needs to be discussed with a company and agreement made for the deployment of the program. Once this is achieved work can begin to create a bespoke delivery of the training package to a cooperative company.

Timetables for the delivery of the training and scheduling the release of personnel need to be finalised to minimise the effect of the package as far as practicable on the business. Its effectiveness will soon make itself felt, employees will talk about it and comment on the pros and cons of how they see the training going. Supervisory staff need to be aware of this and provide the necessary support and encouragement when necessary. The photographs

below represent what can be done in a very short period of time to maximise the use of a space to generate income otherwise lost.

Before

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After

As can be seen here, the deployment of 5S permitted an area full of scrap and waste to be used in a far more efficient and productive way. Here the method has been adapted and used in a heavy steel construction area. This indicates that 5S is adaptable and can be developed and used across many and varied industrial disciplines.

Waste

As part of the 5S process when ‘Wastes’ are identified the majority of items are usually reused or redeployed, again providing the employer with a resource which had been on the premises and dormant. Inevitability there is going to be some natural wastage but through the right recycling processes an income can be generated from this also.

What resources are required?

Initially, it is necessary to allocate time in the form of man-‐hours to the training of personnel. The most effective way to do this is to assign employees into classes of 5 or 6 personnel (maximum 8) to receive training. However, this is repaid in the form of project work within the module that initiates the 5S programme within the business.

Subsidiary resources are necessary but these do not amount to a large investment. A classroom / office space with seating and desk space for students along with projection facilities such as an overhead projector or TV. A number of businesses sometimes allocate a meeting room or indeed, on occasion, a boardroom. With the addition of pens, paper and folders that is generally all the resources necessary for the delivery of 5S.

The only additional resource would depend on the scope of the projects identified by the companies for initiating the module within the business. This can vary from tins of paint to rewiring and installing new plant.

How to deliver the necessary tools

When delivering any lean modules in to a business there are a number of golden rules that need to be applied. If these are not followed then there is a risk of alienating some employees.

Business improvement Techniques (BIT) and 5S in particular at level 2 does not require a student to have an academic background, only an understanding of basic numeracy and literacy. This means care must be taken by the trainer to measure his / her delivery to accommodate all level of students, not to do this could effectively alienate them from the training process. In some circumstances candidates may have real reading and writing difficulties but perform excellently in the work place. It is up to the trainer to watch out for such circumstances and deliver and assist the

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student(s) accordingly.

Engage students from the outset; use their ideas and knowledge of the business to adapt the bare course material to their workplace. Essentially creating a bespoke module that they will not only understand and relate to, but also be prepared to try. Get the courses to take ownership of the process.

Communicate clearly and concisely ensuring course material links directly with their experiences and their working environment.

Students must see for themselves that management and supervisory staff have also bought in to the programme and are indeed taking an active part and interest in what they are doing. Without this aspect employees will question why they are doing the training and ask what benefit, if any, they will get from the instruction.

Training resources used by tutors must be up to date, easily understood and delivered at the appropriate level for the students engaged in the 5S programme.

Conclusion

Essentially the delivery of BIT 5S is a cooperative contract between the employer, employee and the training provider. Without the necessary cooperation the process will struggle or even fail. With company support and enthusiasm to deploy the process success will follow and the workforce will become skilled ‘trained eyes’ in spotting inefficiencies and waste in the business. This can only be seen as a win win situation for both the employer and employee alike as inefficiencies are eradicated.

5S is part of the Workplace Organisation unit in the NVQ Diploma in Business Improvement Techniques at Level 2 and 3.