Jagtar Singh, Vikas Rastogi, Richa Sharma · Uncertain Supply Chain Management · 2014
5S is a systematic technique used by organizations come from five Japanese words; Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu(standardize) and Shitsuke (sustain). This system helps to organize a workplace for efficiency and decrease non value added activities and optimize quality and productivity through monitoring an organized environment. This paper aims to review previous studies about benefits of 5S Implementation and its efficiency in organizations. The results show that 5S is an effective tool for improvement of organizational performance, regardless of organization type, size, its production or its service. Consequently, 5S technique would strongly support the objectives of organization to achieve continuous improvement in performance and productivity.
Cited by 63Open access
Thanwadee Chinda, Nalin Tangkaravakun, Worraphat Wesadaphan · Proceedings of the 2013 (4th) International Conference on Engineering, Project, and Production Management · 2013
Hospital safety is important in any hospitals to increase safety in design, construction, and opera tion within the hospitals. Many standards are currently implemented in Thailand, especially the Joint Commission International (JCI), the Quality Improvement (QI), and the 5S standard. The 5S standard assists in organizing the hospital, decreasing wastes, and optimizing its quality and productivity. Five key 5S factors, including Sort, Strengthening, Shine, Standardize, and Sustain, are used, together with their 24 associated items, to develop the questionnaire survey to investigate the perception of the standard implementation in different sized hospitals. The exploratory factor analysis confirms the five key factors with the high reliability. Moreover, the analysis of variance proofs no difference in the standard implementation in different sizes of the hospitals.
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Manoj Kumar · IITM Journal of Management and IT · 2022
Purpose: The purpose of this paper is to explore the relationship between 5S use, contextual factors and performance. The contextual factors comprise structural features of the firm, environment, human resources and technology and quality management. The performance measures refer to improvements in productivity, quality, employee satisfaction, lead time and new product design. Design/methodology/approach: A questionnaire survey was conducted in 203 Indian manufacturing plants, with personnel interviewees. The hypotheses proposed were verified using correlation analysis and analysis of variance. Findings: The results show the existence of a positive relationship between the use of 5S and some contextual factors such as size, the integration of the plant in a multinational group, the type of product manufactured, the technology used and the quality programmes in the plant. Moreover, 5S is positively related to some operational performance measures, especially those referring to quality and productivity. Originality/value: This paper contributes to the scarce empirical literature analyzing the factors related to the use of 5S and its association with manufacturing performance.
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Jakobsson, Anders · KTH Publication Database DiVA (KTH Royal Institute of Technology) · 2015
Life Time Engineering AB har under en längre tid saknat struktur i sin praktiska verksamhet som framförallt består utav en produktion av signalmarkörer för ubåtar. För att strukturera upp verksamheten samt klara av större beställningar har man beslutat sig för att vidta åtgärder och en av dessa åtgärder har varit att implementera verktyget 5S. 5S används inom ”Lean production” eller ”Lean” som det också kallas. Lean är en filosofi vars syfte är att eliminera alla faktorer i en produktion som inte är värdehöjande för produkten. 5S är ett verktyg som hjälper till att effektivisera en produktion genom att skapa ordning och reda på arbetsplatsen och på så vis minimera tidsslöseri, 5S bidrar även till att förbättra arbetsmiljön och säkerheten på företaget. Namnet 5S kommer från att de fem stegen i metoden som alla börjar på bokstaven S: sortera, strukturera, städa, standardisera samt skapa vana. Under 20 veckor har ett arbete utförts i företagets lokaler i Karlstad där 5S har implementerats och analyserats med målen att strukturera upp verksamheten, effektivisera företagets produktion samt förbättra arbetsmiljön. En stor del av arbetet har gått ut på att undersöka hur väl verktyget 5S är anpassat för mindre, flexibla företag som Life Time Engineering samt hur personalen ställer sig till förändringen. Det har även undersökts vilka möjligheter det finns att spara pengar på en implementering i och med att tidsslöseriet minimeras samt hur mycket uppstartstiderna kunnat förkortas. Arbetet har visat att en effektivisering av produktionen är möjlig då uppstartstiderna per batch har kunnat reduceras med 47 minuter. Ett frågeformulär har visat att de anställda varit mycket positiva till den nya arbetsmiljön och de nya arbetsrutinerna.
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International Journal of Advance Engineering and Research Development · 2017
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Shaman Gupta, Pankaj Chandna · International Journal of Recent Technology and Engineering (IJRTE) · 2019
The purpose of this paper is to demonstrate how an age-old Japanese manufacturing concept 5S can be helpful is bringing business excellence in the scientific equipment industry. The primary point of interest in this paper is to highlight the 5S approach and also the implementation part of it. The implementation steps help to identify the potential for improvement and the existing gaps as compared to a benchmark. The study was made in each section of the selected company by conducting Gemba i.e. physical exploration in order to identify the gaps. Once the gaps and the concerned areas were identified, the implementation phase begins and the result for the same was discussed using the two case studies implemented in the industry. Subsequently, the paper discusses how the implementation of 5S leads to the reduction of wastages such as searching time, improvement of workplace safety, health, and cleanliness. Since the entire activity i.e. identification of gaps and implementation are Gemba-based, the steps are easy and deterministic in nature and the improvement is clearly visible/ measurable. It was recognized, both from the case studies and from the industry knowledge that 5S activities not only improve workplace safety, health, and cleanliness but also lead to higher quality and productivity and hence market competitiveness. The success, however, depends on the chain of command and are top-driven at least at the beginning phase.
Cited by 7Open access
The TQM Journal · 2003
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Hardik Hitesh Kotwal, Prof. J. R. Pitroda, Reshma L. Patel et al. · INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT · 2025
Abstract – The construction industry is frequently challenged by inefficiencies such as low productivity, poor material management, excessive waste generation, and unsafe working conditions. To address these persistent issues, the integration of Lean Construction principles has emerged as a practical solution to enhance project performance. Among the Lean tools, the 5S technique comprising Sort, Set in Order, Shine, Standardize, and Sustain plays a foundational role in establishing workplace organization, cleanliness, and discipline. This paper reviews the implementation of the 5S technique on commercial building sites and examines its impact on productivity improvement and waste reduction. By systematically organizing tools, materials, and workspaces, 5S minimizes non-value-adding activities such as searching, waiting, and rework, while fostering safety and efficiency. Evidence from various studies indicates that 5S implementation can lead to productivity gains of 15–25% and waste reduction of up to 30%, alongside enhanced worker morale and site safety. The study also highlights the challenges of sustaining 5S practices, including lack of management commitment and inadequate training. Overall, the paper concludes that adopting Lean Construction through the 5S technique provides a structured pathway toward achieving continuous improvement, improved site performance, and sustainable construction practices. Keywords: Lean Construction, 5s Technique, Workplace Organization, Productivity Improvement, Waste Reduction, Commercial Building Project, Continuous Improvement, Construction Management
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Jarumy Rossmery Correa Castañeda, Gustavo Adolfo Montoya Cárdenas · Journal of Scientific and Technological Research Industrial · 2022
The present research work was developed by performing a systematic review in the last 7 years in this way, by reading it can be seen that there are problems in the different companies with the classification, order, cleaning, standardization and maintaining discipline among their workers, for this reason it is necessary to publicize the implementation of the 5S methodology, with its application the companies will have greater benefits, there is also lean manufacturing and kaizen that can also be implemented to have greater economic benefits, the main objective is to determine how the implementation of the 5S methodology will improve the companies, in turn their specific objectives define how the application of the 5S will increase productivity and determine the results that are related to the application of the 5S methodology, having as a conclusion the achievement of productivity after implementation generated a noticeable improvement, followed of each of the steps to achieve the continuous improvement of the 5S and therefore its effectiveness is considered.
Cited by 3Open access
Vivek Hamal, Prajapati Parth, Kajal Acharya et al. · International Research Journal of Modernization in Engineering Technology and Science · 2023
5S is a method of quality improvement.The 5 (Seiri, Seiton, Seiso, Seiketsu and Shitsuke) techniques greatly support a small business's primary goal of achieving continuous improvement and higher performance.In a production environment, implementing 5S can lead to significant improvements in performance as well as budget, health, and safety.
Cited by 1Open access
Escámez Conesa, Álvaro · Digital Repository (Universidad Politécnica de Cartagena) · 2019
as 5 S puedendesarrollarse con cierta independencia al SGC, lo que constituirá un trampolín de sensibilización para lanzar a continuación esta acción. En cualquier caso, el éxito de las 5 S y su permanenciaexigen un compromiso total por parte del personal operativo como de la línea jerárquica para inducir un cambio en el estado de ánimo, actitud y comportamiento de la organización, lo que garantiza el proceso de puesta en marcha de la Gestión de la Calidad Total.Este manual pretende orientar a todo el personal, en la implementación (técnicas, procedimientos y auditorias de las 5 S) y en especial a los subdirectores y jefes de oficinas que asumirán un rol de facilitadores al interior de sus áreas de trabajo, motivando a su personal para garantizar el éxito del programa A través de este cuaderno se pretende realizar un análisis previo de la situación actual de la empresa, en el área de reparaciones,en materia de las 5S, para ello se analizarán las instalaciones y se hablará con los trabajadores, realizándose una serie de encuestas para conocer sus opiniones. Como se indicaba anteriormente, la opinión y el estado de ánimo de los trabajadores es muy importante yaque esto se verá reflejado enla imagen y el estado de la empresaCon el análisis previo y los inputs obtenidos gracias a los empleados se realizará un informe de situación, donde quedarán al descubierto los puntos fuertes y débiles del área en cuestión. En función de esta información se establecerán las medidas oportunaspara hacer de este cuaderno una guía útilpara implementar el sistema de Las 5S de manera efectiva a la organización. Tras el análisis se pretende comunicar a la organización la necesidad real de implantación de Las 5S.Tras las labores de consultoría que se realizan durante el desarrollo de este proyecto, se asesora con importancia en que el comienzo de la aplicación del sistema debe llevarse a cabo de manera parcial, esto es, se deberán implementar procesos característicos de este sistema (5S) de manera ordenada y, en ningún momento se debe cambiar de manera integral todos los procesos que se lleven a cabo dentro del astillero de forma conjunta, pues esta situación sería totalmente inapropiada dado que conllevaría a un colapso del sistema de producción del astillero y una enorme confusión de los trabajadores y operarios.Como indica la filosofía “Lean”, los cambios son progresivos, se trata deintroducir una nueva forma de pensamiento, un conocimiento que forma parte de todo el equipo de la empresa, tanto del equipo operativo como el equipo directivo Dicho esto, este manualpretende indicar las pautas básicas para el comienzode la implantación del sistema “5S”, ofrecer una hoja de ruta consiguiendo losprimeros cambios que conducirán, en el futuro, a una implantación lo más completa posible de este sistema en el astillero de construcción.Se pretende “llevar de la mano” a la Organización, aconsejando y facilitando los objetivos a cumplir por la misma, de modo que finalmente esta sea autónoma en el seguimiento y mantenimiento del sistema implantado.La aportación por parte de la empresa para poder desarrollar esta guía de implantación hacia el método 5S resulta fundamental, pues resulta imposible realizar cualquier aportación a una organización si ésta no entabla una comunicación real y efectiva con el equipo consultor, donde se comuniquen los principales problemas presentes. Dicha aportación se puede resumir en la transmisión de las preocupaciones primordiales en un primer plano, desarrolladas más específicamente tras aconsejar la realización de varias jornadas de reflexión internas enla empresa.La visita a las instalaciones y el acceso a cierta documentación confidencial(Sistema de gestión de Calidad, Manual de Calidady Políticas de Calidad, PRL y Medio Ambiente) muestra que no se dispone de manuales de procedimientos de carácter no productivo, esto es, de procedimientos ajenos directamente de la producción, como puede ser información relativa a la comunicación de problemas o dudas, dónde y a quien dirigirse en tal caso, manuales de procedimientos para limpiezay/o clasificación, organización de elementos de trabajo, en general ningún documento que estandarice o facilite el proceso a seguir por los empleados en cuestiones de organización y comunicación.Las distintas aportaciones de este proyecto a la empresa en cuestión se resumen entodas las acciones de consultoría llevadas a cabo: ejecutar un análisis previo sobre la situación de un área concreta de la empresa, mejora de la comunicación entre empleados, organizando reuniones donde se ponen en común ideas e impresiones. Se presenta un plan de formación estructuradodonde se intenta inculcar las ideas del Método 5S. Posteriormente, durante la formación, se facilitan ejemplos de las fichas de inspección para la gestión y el seguimiento de cada una delas 5S. También, y debido a su inexistencia, se configura y redacta un Manual de Limpieza y la Política de Orden y Limpieza. Estos dos últimos documentos se encuentran en los anexos al proyecto en su parte final.Además, se aportan algunas ideas para la motivación del personal, avaladas previamente por su éxito en otras compañías de gran repercusión en el mundo empresarial.Por el contrario, se ceden zonas habilitadas para la reunión del personal con el fin de facilitar la comunicación entre la empresa y el equipo consultor, evitando la reunión en despachos ubicados fuera del lugar de trabajo donde sería más complejo y limitado el camino hacia el objetivo.Por otro lado, como se indica a lo largo de esta guía, se propone la habilitación de un tablón o una zona específica donde se pueda recoger cualquier tipo de comunicación (sugerencia, problemática) que sirva de retroalimentación al sistema implantado, a parte de los datos que sean arrojados por el resultado de las auditorías internas que deberá realizar la empresa de manera regular según el método delas 5S.
Cited by 0Open access
Chuan Xu · Applied Mechanics and Materials · 2013
For the purpose of improving the service quality of university library, using enterprise 5S management experience, the specific implementation plan of 5S management is established from Seiri, Seiton, Seiso, Seiketsu and Shitsuke, according to the management work characteristics of university library. Furthermore, the specific measures of improving university service efficiency with 5S management are discussed. The practice of the 5S implementation plan enhanced the service quality of university library and increased reader satisfaction, which indicates the proposed scheme has good extension value.
Cited by 4
Ashokrao Mane Group of Institutions , Kolhapur · INTERANTIONAL JOURNAL OF SCIENTIFIC RESEARCH IN ENGINEERING AND MANAGEMENT · 2024
5S, an established framework for maintaining cleanliness, organization, safety, and sustainability within an industrial setting, has been found to be an effective strategy for preserving the condition of a construction company's premises. The 5S approach has been demonstrated to enhance efficiency at work, minimize waste and mishaps, and better the general atmosphere of the workplace. The advantages of 5S extend beyond the confines of the workplace; it has been demonstrated to improve the standard of living for individuals residing and working in the facility, and has also been shown to positively affect the broader community. This document aims to offer a concise overview of the 5S method, its history, development, and its current status within the construction sector. The paper focuses on the implementation of the 5s methodology in a small-scale industry, demonstrating significant improvements in safety, productivity, efficiency, and housekeeping through the use of before-and-after pictures. Additionally, it aims to instill a stronger work ethic within management and workers, utilizing value stream mapping to identify waste sources and implement lean tools, ultimately showcasing the implementation of lean philosophy through layout modification. Key Words: 5S, demonstrated, broader, mishaps,
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Rahul Thavai, Talha Purkar, Saddam Memon et al. · 2018
In partial fulfillment for the award of the Degree Of BACHELOR OF ENGINEERING IN MECHANICAL ENGINEERING.
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Wielkopolska Digital Library
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Walter Hulshof · Trepo - Institutional Repository of Tampere University · 2024
The purpose of this master’s thesis is to improve working conditions within the manufacturing technique laboratory by implementing suitable Lean practices and reducing risks of the selected environment. Before the start of the thesis safety issues were noticed within the laboratory and the work areas of the laboratory were cluttered. The area was not a pleasant working environment. This thesis approaches the identified problems systematically. Suitable Lean methods were analysed in the literature review. The overall safety of the laboratory was analysed with a literature review to the relevant standards on utilised technologies. On top of this a interview study was conducted among the users of the laboratory. The main goal of the study was to identify the hazards and other issues within the laboratory environment. Based on the literature review and the interviews a risk analysis was carried out to the laboratory. 5S practices were implemented in the laboratory. Overall cleanliness was improved and excess clutter was removed from the environment. Especially the space usage of the laboratory was improved. Continuous improvement was implemented in a design project regarding a sensor mounting system in a robot cell within the environment. This improved the stability and positional repeatability of the mounting system. It is important to sustain the achieved progress in the future and to keep the continuous improvements moving forward. Risks found with the analysis were systematically decreased during the implementation of this thesis. Some risk levels were decreased due to the improved cleanliness of the laboratory. Safety signs were set in place to warn the users of residual risks within the space. There is still room for improvement, for example with the machine safety system of the laboratory.
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Mohd Kanafiah, Siti Zainab Husna, Saad, Rohaizah · Universiti Utara Malaysia Institutional Repository (Universiti Utara Malaysia) · 2020
The 5S practice is a continuous quality improvement program within organization. This practice was originally implemented in the industrial sector and expanded to the service sector in Japan. There are efforts to improve office management through the introduction of 5S practices. Although many studies have been conducted and discussed by researchers, especially in adopting Japanese management methods such as 5S, however it has not yet reached a concrete conclusion as to why some organizations are failing. The purpose of this study is to examine 5S the level of implementation at University Utara Malaysia (UUM). Quantitative method is applied and Item Response Theory (IRT) as a base to examine the level of 5S implementation. The Rasch model with Winsteps 3.6 software is used as analysis tools because of its ability to interpret and analysed respondent’s ability to perform difficult tasks. The secondary data is obtained from the 5S auditor. The findings of this study develop a profile of 5S practices in which they demonstrate that 5S implementation success can be enhanced by focusing on 5S main requirements.
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Pragnesh K. Brahmbhatt · 2015
Lean manufacturing is an approach focused on improving quality; reducing variation and eliminating waste in an organization. This research provides a roadmap and implementation of lean manufacturing tools in manufacturing industries. The main objective of this paper is the study, analysis of improvements about different manufacturing industries such as manufacturing of S.G Iron and Alloy Cast Iron ,Nonferrous Aluminum products ,Corrugated boxes Industry, manufacturing heat exchanger and last one is manufacturing of Radiator ,Sealing Gasket etc. where the entire project has been done. Getting these improvements, using the initial resources, it is obtained some benefits, adding more production and easiness to work in general. Also there is an improvement in terms of quality To make the project, gather data tools have been used. Applying lean Tools and formats, an initial study has been made and then proposal improvements. After analyze the results, it is possible to show positive conclusion using LM as an optimization method, because currently, there is more space less time used and better quality in the final product. These papers represent the one case study in radiator manufacturing company, where the 5S'tool implemented. The main Objectives are decreasing Inventory, more Utilization of space, Reduce Wastages. Index term- Lean Manufacturing, 5S' Gap Analysis chart
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Kshitij Ranjan Srivastava, Ravi Kant Gupta, Manu Khare · International Journal of Engineering and Advanced Technology · 2019
This paper represents an overview of 5S practices and its implementation in university laboratories to improve the quality of the laboratories. It also, highlights the contributions of 5S initiatives towards improving the maintenance of laboratory resources. It shows how learning, improvement, control and maintenance of the resources and activities are performed by reducing non-value added time, reduced cost and most importantly, laying the foundation for continuous improvement. Apart from these, implementation of 5S also increase the efficiency in terms of productivity by reducing the capital input. Furthermore, the involvement of faculty and laboratory staff in daily improvements is also critical for the success of implementation of 5S. It thus contributes to lean leadership which is a way of sustaining and continuously improving performance in the laboratory of the university. This paper shows how 5S is beneficial and why it is the foundation stone for any laboratory that wants to sustainably grow and become a benchmark.
Cited by 6Open access
Saurabh Vichare, Harsh D Shah, D. L. Shah et al. · International Journal of Mechanical Engineering · 2017
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