5S & How to make it Stick! – A Review of Research Findings.

Introduction.

As Lean practitioners we ‘know’ that the toughest part of any Lean implementation is sustaining the change.? This paper will look at 5S research and ask, “After more than 50 years of practice what has subsequent empiric research revealed about the value, relevance, and sustainability of 5S in industry??

The 5S methodology was originated by Takashi Osada in 1970 based largely on the principles of W.E. Deming, and later Toyota engineers Sakichi Toyoda and Kiichiro started implementing this technique commercially.? It is this technique? or set of techniques that is now widely known as the Toyota Production System.? Research shows that up to 70% of all change processes (Robinson, 2019) fail to sustain the change, and practitioners who are called into to redirect poorly conceived lean implementations report that 90% of Lean implementations fail to sustain.? So what does the research say, and can 5S have long term value for business?

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5S as Workplace Improvement.

Monden (2011) built on earlier work by Womack et al. (1990), underscoring the significant enhancements in productivity, quality, safety, and employee satisfaction achievable through 5S implementation. However, they stated that successful execution necessitates leadership commitment, employee engagement, and a structured change management approach.

Warwood, S.J.?and?Knowles, G.?(2004), conducted a literature review and critique followed up with surveys using a questionnaire, and semi structured interviews.? They found that 5S practice and theory are closely related and any differences in the implementation of 5S can be attributed mainly to the maturity of the local 5S programme and that “There is great scope for the application of 5S even in the non‐manufacturing environment.”

Gupta, R., & Patel, S. (2018) undertook a review on implementation of 5S for workplace management.? I found this research to be muddled as they confused 5S with SMED, TQM, Line balancing, TPM, and the holistic purpose of all Lean tools to reduce waste.? This may have been because they took their data sources as journals, conference proceedings, books and magazines without balancing this data with real world qualitative and quantitative techniques and consulting with actual practitioners as did Warwood and Knowles.? On the other hand Gupta and Patel did find that in using 5S, that time was reduced in looking for tools, ergonomics were improved, free space was increased, SOPs were prepared and that in some areas the 5S had been sustained.? However their literature search found that generally both performance and safety were improved by using 5S and cited examples of this in industries such as ceramics, automotive, cable production, tea packaging, clothing manufacturing and at a container terminal company.? Gupta and Patel also looked at the implementation of 5S in service industries such as hospitals, banks and universities.? This study did show how workplace organisation does bring substantial efficiencies from 27% to 82%, however the study would have had more credibility if they had not confused 5S with other Lean tools.? ????

Johnson, M., & Tanaka, Y. (2020) studying the impact of 5S implementation on accident-free manufacturing industries also found that when systematically applied, 5S creates an organised, safe, clean, and efficient workplace. However, industrial accidents still occur, and achieving an accident-free industry remains a challenge. The research emphasised the need for systematic monitoring plans, such as internal audits, to reduce accidents.? Lee, S., & Nakamura, K. (2019) looking at ‘5S as ‘A Quality Improvement Tool for Sustainable Performance’ found in their research that 5S contributes to sustainable performance improvement in organisations and Rother and Harris (2008) showcase how Toyota's implementation of the 5S methodology resulted in significant cost savings by reducing inventory levels and eliminating waste in their manufacturing processes.? Rother and Harris (2008) showcase how Toyota's implementation of the 5S methodology resulted in significant cost savings by reducing inventory levels and eliminating waste in their manufacturing processes.? ?So correct implementation of 5S not only helps with workplace optimisation but also safety and quality.

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Research into the Individual Five Steps of 5S.

Sort.

Ohno (1988) stated that by reducing clutter and eliminating unnecessary items, organisations can improve efficiency and reduce the risk of errors, Womack and Jones (2003), stated that the concept of "sort" aligns with the Lean principle of eliminating waste by focusing only on essential items. Bhasin and Burcher (2006) emphasized the importance of sorting as a fundamental step in lean manufacturing processes and highlight that by systematically eliminating unnecessary items, organisations can reduce inventory costs, improve space utilisation, and minimize the risk of defects.

In their research on workplace organisation, Dombrowski and Mielke (2007) emphasise the significance of the sorting step in improving workflow and that by systematically eliminating unnecessary items, organisations can streamline processes and enhance productivity.

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Set in Order.

Research by Rother and Shook (2003) emphasises the importance of visual management in workplace organisation. By implementing visual cues such as shadow boards, colour coding, and signage, organisations can facilitate quick identification of tools and materials, reducing search time and improving efficiency.

In a study by Bhasin and Burcher (2006), the implementation of visual management systems in manufacturing environments is shown to improve efficiency by enhancing communication, reducing errors, and minimising wasted time.? Research by Monden (2011) highlights the role of workplace organisation in reducing waste and improving efficiency. Monden argues that by organizing workspaces in a systematic and standardised manner, organisations can minimize unnecessary movement and improve resource utilization.

A study by Black et al. (2018) explores the impact of workplace organisation on employee productivity and satisfaction. They found that well-organised workspaces not only reduce search time and minimise errors but also contribute to a sense of order and control among employees, leading to higher job satisfaction and engagement.

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Shine.

Research by Hota et al. (2009) highlights the impact of 5S cleanliness on healthcare-associated infections. By implementing rigorous cleaning protocols, hospitals can reduce the incidence of infections, resulting in cost savings and improved patient outcomes.

Studies by Robinson et al. (2012) highlight the link between workplace cleanliness and employee morale, productivity, and safety. A clean and well-maintained 5S workspace not only improves physical safety but also contributes to psychological well-being and job satisfaction among employees.

Kumar and Kansal (2014) also highlights the importance of workplace cleanliness in enhancing employee health and safety. They emphasise that a clean and well-maintained environment not only reduces the risk of accidents and injuries but also contributes to employee well-being and overall organisational performance.

In their study on workplace cleanliness and productivity, Gershenson et al. (2015) found a positive correlation between clean work environments and employee performance. They suggest that a clean and well-maintained workspace not only reduces the risk of accidents but also improves employee morale and engagement.

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Standardise.

Liker and Meier (2006) emphasises the role of standardisation in Lean management systems. Standardised processes help reduce variation, improve quality, and facilitate continuous improvement by providing a baseline for monitoring performance and identifying opportunities for further optimisation.

In their study on process standardisation in lean manufacturing, Shah and Ward (2003) highlight the role of standardised work in reducing variability and improving efficiency. They argue that by establishing clear standards and procedures, organisations can eliminate waste, enhance quality, and facilitate continuous improvement.

Womack and Jones (2003) emphasises the importance of standardisation in Lean manufacturing. They argue that standardising processes reduces variability and improves predictability, leading to higher levels of efficiency and quality.

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Sustain.

Kotter (1996) highlights the significance of leadership commitment and employee engagement in sustaining any organisational change initiatives (of which 5S is but one). By fostering a culture of continuous improvement and providing ongoing support, organisations can embed 5S principles into their daily operations and achieve lasting results.? However, this has to be balanced with the research of Miina (2012) which warns of trying to simply replicate the Toyota model without reference to the initiating companies own culture.? ?

A study by Lillrank and Liukko (2004) examines the role of leadership in sustaining organisational change initiatives. They found that effective leadership, characterised by vision, communication, and empowerment, is crucial for maintaining momentum and driving continuous improvement efforts. Leadership support fosters employee buy-in and ownership of 5S principles, leading to sustained improvements in performance and efficiency.

In their research on sustaining Lean initiatives, Liker and Rother (2008) emphasise the importance of leadership support and employee involvement. I would add that this support must come from the top as Kenneson-Adams (2021) showed that change from the middle management level in operational excellence is far harder to sustain and have sustaining impact across an entire business.? Applying lean tools however brilliantly but without changing the existing culture cannot produce lasting improvements (Mann, 2009). Organisations that foster a company-wide culture of continuous improvement and that provide ongoing support for Lean initiatives are more likely to achieve sustained results. Critically as found in Manash (2017), organisations who focus on tools and not transformation to a Lean organisation are almost always doomed to failure.?

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Conclusion.

Forty years of research shows that leadership commitment, employee engagement, and a structured change management approach is key to initiating and more importantly sustaining 5S initiatives into maturity as a business impacting driver of efficiency.? However, effective leadership, was characterised by cultural transformation, vision, communication, and empowerment.? If 5S fails to sustain, look no further than how leadership implemented and sustained this major business culture change.

Successful 5S implementation reduced time looking for tools, ergonomics were improved, free space was increased, SOPs were prepared, and also safety, quality, cost and performance were improved when 5S was systematically applied and monitored.? Importantly and not as intuitively, the research also found that employee productivity and morale was positively correlated with successful implementation of 5S. Research echoes what practitioners have experienced over the past 40 years of businesses that have successfully sustained 5S.

Through meticulous planning, active involvement, and ongoing monitoring, organisations can realise substantial efficiency, productivity, and performance improvements implementing 5S. Furthermore, integrating real-world examples showcasing cost savings, productivity gains, and waste reduction illustrates the tangible benefits of 5S adoption, bolstering its position as a valuable organisational improvement tool.

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