Fourth S of 5S

I believe that 5S is one of the most effective tools within the realm of workplace organization. Since its inception, 5S has gained a loyal following in many different types of work environments. Companies that have truly embraced 5S enjoy high levels of organization and efficiency.

 

For those of you unfamiliar with 5S, it is an acronym used to describe five different, yet integrated practices that all begin with the letter S. They are as follows: sort, set in order, shine, standardize, and sustain. Most businesses that practice 5S do a rather nice job implementing the first three: sort, set in order, and shine. However, for the fourth S, standardize, businesses seem to lag.

 

1. Why is this?
2. Is it that standardize is hard to implement?
3. Is it misunderstood, or perhaps undervalued?

 

An example—standardize in an auto shop
Here’s a quick story about standardization, also known as standardized clean up. The setting for this story is an auto shop.

Now, auto shops have a well-earned reputation for disorganization and uncleanliness, and before 5S, this one was no different.

 

The primary purpose of standardization is to ensure that work stations and equipment are set up in a similar manner, kept clean, and maintained in line with 5S disciplines—including regular work duties and maintenance. For more information, please refer to Hiroyuki Hirano’s book, 5 Pillars of the Visual Workplace (Productivity Press, 1995). One important goal is for associates to be able to walk up to any work station and locate any needed tool or item quickly and easily because all stations are consistently organized.

 

The workers at this auto shop made a lot of progress and had a good handle on the first three Ss but struggled with the fourth, standardize. Tools and equipment were organized to individuals’ preferences, and employees were unable to use different work stations and perform their jobs at the target level of efficiency. They would spend time reorganizing the immediate area to meet their needs. It wasn’t long before tools were misplaced, work spaces returned to a disorganized state, and there were losses in production time.

 

The sad truth was that the lack of standardization was eroding the improvement achieved with the first three Ss.

A shopwide meeting was held and each employee’s opinions and thoughts were shared and taken into consideration. Together the employees designed and agreed upon the ideal, universal work station. A photo of the pilot workstation was then posted at each workstation.

 

Employees took ownership of the standardization process and went to work setting up stations in a uniform manner as in the photo of the pilot station. To follow the visual strategies they agreed upon, foam organizers were used. They were extremely helpful in keeping the tools in place and in the same standard arrangement. The organizers also helped in making each employee accountable for the condition of his work space at the end of his shift and to have all tools back in their predetermined locations. Just like the saying goes, every place has its tools and every tool has its place.

Although standardization may seem trivial, don’t underestimate how it can help create and help maintain an efficient work space. Working together to create a standardized workspace can help employees to become engaged in their work and with the company. A universally organized workplace fosters creativity, and the efficiency gained is understood by all stakeholders.