How can you avoid common pitfalls of 5S methodology?

From my experience, implementing 5S in a manufacturing environment can enhance efficiency and safety. However, it's not without its challenges. It requires clear commitment, proper prioritization, seamless integration into existing processes, measurable outcomes and consistent follow-up. By recognizing and addressing these areas, I've seen remarkable improvements in workflow and productivity. Mistakes can happen, but learning from them and adapting the approach helps in making the 5S project a success. "Success is not in never failing, but rising every time we fall." – Confucius. It serves as a reminder that the path to successful implementation may have its obstacles, but persistence and adaptability can lead to meaningful results.

5S is a great organizational and strategic system if properly utilized; most of the pitfalls I’ve observed are: - workers do not take it seriously enough - great intention at beginning fades into previous bad habits of disorganization - not enforced nor explained why we utilize this method of organization: which is not only to keep items in one place so the next person knows where items are, but to strategize placement for efficiency and safety in the working environment.

Vivendo com a implementa??o do 5S, consegui observar projetos implementados nas mais variadas formas, desde excelentes a projetos que nunca tiveram resultados positivos. Nesse contexto vale entender que o 5S mais do que um conceito é uma cultura. Uma cultura que precisa ser padronizada e estabelecida na realidade diária da organiza??o em tudo que se faz. Pessoas que tem a prática do 5S em sua rotina, trazem organiza??o, produtividade, ambientes de trabalho seguros e ainda conseguem otimizar tudo o que fazem de forma automática. O processo mais complexo para chegar a esse resultado é através da implementa??o de projetos culturais que transformar?o o todo em uma prática 5S, sem nem mesmo saber o nome da ferramenta.

With 5S your either all in or its a waste of time. It works 100% of the time with total commitment from the C group through the managers. without total commitment from them there is no way the folks on the floor will follow. I have seen it succeed as well fail through my years. The failures I have seen were due to management and above just wishing it to happen without any effort on their part.

Sharing one situation, Have you lost your mind? was reaction when I said, I left my laptop charger in meeting room. Now I’m unable to locate, lost it. Did anyone saw? Reflecting upon, the reaction was valid. Yes, it's a sign of losing something, Charger/Mind. Simple/Precious things we lose!! We may have valid, justified reason BUT, A Simple 5’S can solve1Sort, 2Set in Order, 3Shine, 4Standardize, 5Sustain. 2Set in Order, Place for everything, everything in place. Arrange & label all necessary items for easy to use & return. e.g., if the charger is labelled with owners' details. Easy to return. In this case it's not easy. I didn’t label! What do you feel - Still it would have been lost case? #self-reflection #5S

Most of the time 5’s gets implemented to make the place look “pretty” and it does not make the work “simple”, and just end up turning into another task for your operators (which they do reluctantly at the end of the shift). So focus less on making it pretty and more on making it functional for your employees. It’s all about making their work simple; have them design where they think it makes more sense to put or add things, that will bring commitment and discipline. At the end 5s is for your operation to be efficient, not for you to “show” how “pretty” it looks in pictures.

Involving the people who will benefit in each area is a big factor in identifying what are the most important tools that contribute more effective work flow. Give them the responsibility/power of ownership and accountability.

If the company know where to go and what is aim of "5S", then they would answer "if their resources are enough to implement "5S" in whole company". If answer is yes, then 5S should be implemented in all areas, but again by prioritizing.

5S is a disipline. It goes by other names in different industries. Think mis en plas for high performance kitchens, and John Wooden's shoe and sock routine to prevent blisters in sports. It is a measure of intentness, and self control (Wooden's Pyrimid) the second level of success. To really gage execution I suggest a 5S and kamishibai layered audit to measure all levels of the team's participation. You can evaluate apathy (100% all the time) and gamers (intentionally low scores). I have seen operators walk around looking for parts so frusterated because there is no standard. This is the value of 5S. Execute to standard become effective adjust to be more effective. Anything less is failure ask Jocko Willink or Lief Babin.

I recommend starting 5S as a pilot project in areas where implementation could be easier (for example, maintenance shops, product warehouses, and offices). From there, wins and lessons learned could be expanded to more complex zones such as packaging lines.

Integration of 5S into daily routines/ work instructions/ shift mtgs, job descriptions and regular training, section/dept competitions, competency development programs, and alignment with recycling & safety initiatives are some quick ways to change the culture and make it sustainable. A key is sharing the value proposition regularly on the impact it is making at a personal level, dept level, and business level so that it is a no brainer to keep it up. With 5s as an integrated prerequisite to any problem solving, product launch, or Kaizen event it becomes second nature.

Initiate the 5S implementation process with manageable areas or pilot projects. By achieving quick successes and visible improvements, employees become more enthusiastic and motivated to embrace 5S principles in other areas. These small wins create positive momentum and build confidence in the effectiveness of the methodology.

If companies are not measuring then they are not doing 5S. Instead they're doing 4S. And if they do not establish standards then they're only doing 3S. Each of the 5 steps are key to success.

Establish a mechanism for employees to provide feedback, share observations, and suggest improvements related to the 5S process. Actively listen to employee input, address concerns, and incorporate valuable insights into the implementation strategy. This feedback loop demonstrates that the organization values employee contributions and fosters a sense of inclusion. Recognize and reward teams or individuals who demonstrate exceptional commitment, innovation, and results in 5S implementation. Publicly acknowledging their efforts encourages others to actively engage in the process and strive for excellence.

Measurements should be easy to understand and easy to report. Many times the metrics come with non easy way to understand it even for managers. For instance: Seiri should be as easier as just do the classification by item, two containers would be enough (useful and useless). Seiton and Seiso could be in same bucket. If everything has its place and each place is for a thing, can be just qualified with a quantity of “Ok’s” or “non conforming” by area.

In my experience, lack of emphasis to the importance and how it affects the productivity and efficiency of an employee when 5S (sustainability and maintaining) is being practiced on daily basis. A 15-30 mins refresher’s training course once a year is suggested to help employees be reminded of its value to the overall performance.

You can do follow-up using Conduct regular audits to assess the progress of 5S implementation and identify areas for improvement. Audits help maintain consistency, provide insights into the effectiveness of the methodology, and allow for course corrections as needed. Embedding a culture of continuous improvement is fundamental to sustaining commitment to 5S. Organizations should foster an environment where employees are encouraged to seek opportunities for refinement, embrace change, and continuously enhance their workspaces.

Yes, Agree, a weekly follow up, for example with notices on the daily stearing board should do the trick. Pictures that swows the minor misstakes, with a name who is responsible to correct the minor faliure. Control if the duty is done, the week after.

The methodology is simple, as is the application. Failures and difficulties arise when communication and follow through fails. If it matters today, it must matter tomorrow. Implementing 5S is a marathon, not a sprint. Slow walking each phase increases clarity and stakeholder buy in.

5S more than a tool, is a cultural change. It depends on many other supporting factors as Leading by Example, persistence and constant demonstration of commitment by everybody involved, mainly leadership, so the change gradually and strongly happens. Don't expect immediate great effects from 5S, but as going to the gym, it depends on continuity and step by step implementations, so with time, your organization will look healthier and ready for the next phase.

A bit sad and I say this very respectfully. All comments including the post targets the 5s as a purpose,...not just a mean, and a mean for WHAT? the 3 for s are "simple" and gurus and consultants love to go and play with employees. "It is about cleaning" said as a conclusion by many participants very often. the real work (and not playing anymore) starts with the 4th and 5th s. It is where it becomes culture with a purpose. ...if the fundation was right and not just part of the consulting roll out contract. Just drilling down

This was a great article, I am currently implementing a 5s system with our organisation and seeing the pitfalls has really made me aware of what I need to focus on once the system is in place.

Best practice utilizing 5S is by doing a cost-benefit analysis but with a twist on operational breakdowns rather than gains. The true value is avoiding the effects of failure and lost opportunity when 5S is not implemented. The items that create the most frequent or largest detrimental impacts on operational breakdowns will be of the highest value. General insight from the experience of both operators and management can identify the lowest hanging fruit. Operational failures frustrate everyone so the items that create the most value will be the quickest and easiest to identify, get buy-in, integrate, and follow through. First avoid being your own worst enemy and then progress towards operational optimization- can't run if you can't walk.

Lack of Ownership Start pushing for 5S implementation could lead teams to fail. Training in 5S is a must but let the people decide when they start applying the methodology based on their needs.