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'''5S [[method]]''' (5xS, 5S) is a philosophy, a way of thinking and focusing on [[organizing]] and managing the workspace by eliminating [[Muda|7 Wastes]] ([[Muda]]) while improving [[quality]] and safety. 5S is customarily implemented in connection with [[Kaizen]], [[Lean manufacturing]]. However, 5S can be a stand-alone program. The 5S stand for the five first letters of the Japanese words: Seiri, Seiton, Seiso, Seiketsu, Shitsuke. According to rules, the employees should (S. Ho, K. M. Samuel 1998, p. 56):
* have only essential articles in their [[workplace]],
* have constant and marked places for maintaining things,
* care about orderliness, cleanliness and arrangement of workplace,
* see the instructions concerning basic actions connected with workplace maintaining,
* be highly aware and motivated. 

==History of 5S method==
Originally, the rules was created in the mid 1950s in Japan and in the beginning only four principles were introduced: Seiri, Seiton, Seiso, Seiketsu. Later, a fifth rule was added - Shitsuke (discipline) (T. A. Fabrizio, D. Tapping 2006, p. 2). As the popularity of 5S [[System]] has grown in the United States, it became more common to use English terms, for instance: Five-S Campaign or Five-C Campaign, depending on translation (M. Imai 1997, p. 104).

==Principles of 5S method==
[[Image:5S.jpg|right|thumb|400px|frame|Model of 5S method]]
===Seiri (Sort)===
Focuses on eliminating unnecessary items from the workplace. In order to identify mentioned unneeded items a visual method called red tagging can be used. A red tag is placed on each item that is not required to complete the job. This [[process]] is used in order to evaluate the red tag items. Sorting is a way to free up valuable floor space and eliminate such things as: broken tools, obsolete jigs and fixtures, scrap and excess raw material. All these items are removed from the [[production]] area.

The Benefits of Seiri: 
* Fewer hazards,
* Less clutter to interfere with productive [[work]],
* Simplification of tasks,
* Effective use of space,
* Careful purchasing of items.

===Seiton (Set in Order)===
Focuses on storage methods that are efficient and effective (sometimes called "Visual [[Management]]") like colour-coding: painting floors, outlining work areas and locations, outlining tools on a tool [[board]], and modular shelving and cabinets for needed items such as trash cans, brooms, mop and buckets.

The Benefits of Seiton: 
* Good workflow that leads to achievement 
* Things can be easily found by everyone 
* Less stress and time spent on the process

===Seiso (Shine)===
Once the clutter and junk are eliminated, the next step is to properly clean the work area. Daily cleaning is necessary in order to sustain this improvement. Employees fell comfortable in a clean and clutter-free work area. The Shine step helps to create ownership in the equipment and facility. Workers notices the changes in the production place such as air, oil and coolant leaks, repeat contamination and vibration, broken, breakage, fatigue, and misalignment.

The Benefits of Seiso: 
* A good impression,
* Better health,
* A better [[quality of life]],
* Improved self-esteem.

===Seiketsu (Standardize)===
If the first three 5S's have been implemented, new practices have to be standardized in the work area. Employees [[need]] to be allowed to participate in the development of the standards. They are a valuable source of [[information]] regarding the processes.

The Benefits of Seiketsu: 
* Creating the new norms which indicates new status quo in the workplace, 
* Defining standards of higher [[quality]] that must be upheld by everyone.

===Shitsuke (Sustain)===
Shitsuke is the most difficult S to implement and achieve. Human nature is to resist change. Therefore, the tendency is to return to the status quo and the comfort zone of the "old way" of doing things. Sustain focuses on defining a new status quo and [[standard]] of work place [[organization]].

The Benefits of Shitsuke: 
* No gradual decline back to the previous way of working.

==5S system implementation==
The implementation of 5S method requires engagement of [[top management]] as well as workers. The methods is being implemented process by process, workplace by workplace. The level of engagement increases as workers can see the effects: cleaner, more pleasant workplaces, more pleasant work. 

===Step 1. Choose the process===
It is convenient to implement 5S method step by step, beginning with the first workplace in the process. Choose the process which is important, but not too complicated. It will be the testing ground for the [[project]]. Choose managers and workers that will work together in 5S team. Train them.

===Step 2. Analyse workplace and its surroundings===
This and following steps will be repeated for each stand. You should answer following questions:
* what is required in the workplace to perform the work?
* how many resources should be available to ensure uninterrupted process?
* how many products should be stored in the workplace?
* is there anything that can improve work? (e.g. using [[Poka yoke]] concept)
The workers that perform work in that workplace should be a part of the team during the analysis.

===Step 3. Sort, Order, Shine===
Remove all unnecessary equipment, resources, tools, products, etc. Clean the workplace. Order all the tools that left. Consider using shadow board - a board with fixed place for every tool. This helps workers to get used to where the tools are. This limits number of errors and limits time required to find the tools. 

It is a good idea to paint the machines, make new signs. Change also clothes of workers - give them new uniforms. If the workplace looks like new, other workers will be more willing to engage into the project. Create new procedures for the workplace that will be compatible with new order.

===Step 4. Standardize===
Workers need some time to get used to new rules. The team should monitor the workplace and consult the workers to find any problems that arise after the change. Typical problems are:
* inappropriate procedures,
* lacking tools (or just old customs)
* problems in cooperation with other workplaces
All the problems should be solved before moving to another workplace

===Step 5. Sustain===
Workers are responsible for keeping the workplace in order. You can introduce [[motivation]] system based on 5S. If the workplace is in accord with 5S rules, the workers can gain bonuses.

Go to the next workplace in the process and repeat steps from 2 to 5.

==Benefits of 5S method==
* Clean work place
* Reduction in materials handling
* Reduced lead time and [[cycle time]]
* Reduced search time
* Reduced changeover time
* Decrease in flow distance
* Increased floor space
* Reduced equipment breakdowns
* Improves [[workplace safety]]
* Fewer hazards
* Establishes standards for operating equipment and conducting processes Less spending on replacing lost or damaged items
* Less stress and tiredness
* Improved morale and pride in the workplace
* Greater self-esteem
* Improvement of [[communication]]
* Increase in productivity
* Fast work
* Improved appearance of the facility and expectation for compliance to maintain that condition
* Better and constant [[quality of products]], services
* [[Training]] time reduced for new employees
* Greater [[efficiency]] in achieving goals
* Greater readiness for new tasks
* Better impression on clients

==Five-C Campaign==
5C is the same 5S, however translated differently (M. Imai 1997, p. 105):
* Clear out - determine what is essential and what is needless, then remove the second one.
* Configure - ensure suitable and safe place for everything.
* Clean and check - observe conditions and bring back neatness in the workplace.
* Conform - establish standard, learn, use and keep it.
* Custom and practice - develop habit and aim at better solutions.

==Limitations of 5S method==
One of the most popular and effective workplace organisation methods is the 5S method. Though it is beneficial in many ways, it has a few limitations that should be considered when implementing it. These include: 
* Unfamiliarity of the method - 5S is a Japanese system which may be unfamiliar to many employees, causing difficulties in implementation.
* Difficulty in sustaining the system - The 5S method requires consistent and regular effort from employees in order to be successful, which can be difficult to maintain over time.
* Difficulty in measuring the impact - The effects of the 5S system can be difficult to measure and quantify, making it difficult to assess its success.
* Difficulty in managing change - Changes to the workspace can be disruptive and difficult to manage, leading to resistance from employees.
* Costly implementation - The 5S method can be costly to implement, requiring [[investments]] in training, materials, and time.

==Other approaches related to 5S method==
Other approaches related to 5S method include:
* '''Visual Management''': Visual management is about creating visual displays and communication systems to help workers identify, understand and act on information quickly. This can include the use of colour-coded labels and charts, as well as symbols and other visual elements to indicate the status of a process or [[product]].
* '''Mistake Proofing (Poka-Yoke)''': Mistake proofing, also known as Poka-Yoke, is a method of preventing errors and defects by designing the process or product to make mistakes impossible. This can include using colour-coded parts, using a specific sequence of operations, and other techniques.
* '''Total Productive Maintenance (TPM)''': Total Productive Maintenance is an approach that emphasizes the maintenance and improvement of machines and processes to eliminate waste and reduce costs. It includes regular maintenance, inspection, and training of personnel.
* '''[[Kanban]]''': Kanban is a system for managing workflows that can help reduce waste and increase efficiency. It uses visual cues such as cards and boards to indicate the status of a process and the amount of work that [[needs]] to be done.
* '''Workplace Organization (5S)''': Workplace organization is an approach to organizing the workspace to eliminate waste, improve safety, and increase efficiency. It includes the use of labels, colour-coding, and visual cues to organize the workplace and ensure that the necessary supplies and tools are easily accessible.

In summary, other approaches related to 5S method include Visual Management, Mistake Proofing (Poka-Yoke), Total Productive Maintenance (TPM), Kanban, and Workplace Organization (5S). These approaches focus on eliminating waste, improving safety and increasing efficiency.

{{infobox5|list1={{i5link|a=[[Autonomous maintenance]]}} &mdash; {{i5link|a=[[Quality assurance]]}} &mdash; {{i5link|a=[[Total productive maintenance]]}} &mdash; {{i5link|a=[[Kaizen costing]]}} &mdash; {{i5link|a=[[Muda mura muri]]}} &mdash; {{i5link|a=[[Deming 14 points]]}} &mdash; {{i5link|a=[[Lean manufacturing]]}} &mdash; {{i5link|a=[[Continuous improvement]]}} &mdash; {{i5link|a=[[Konnyaku stone]]}} &mdash; {{i5link|a=[[Accelerated depreciation]]}} }}

==References==
* Masaaki I., ''[[Kaizen]] (Ky' zen) The Key to Japan's Competitive Success'', McGraw Hill, Inc., New York 1986, p. 251.
* Ho S.K.M., ''5-S Practice, The key to improve your [[quality]], productivity, [[image]] and [[competitiveness]]'', Hong Kong 1998, p. 11-23.
* Mak W.M., ''[http://link.springer.com/chapter/10.1007/978-94-011-0539-2_106 The 5S's: the foundation of Total Quality Management]'', "[[Total Quality Management]], Proceedings of the First World Congress", London 1995, p. 605.
* [http://rdo.psu.ac.th/sjstweb/journal/33-1/0125-3395-33-1-101-106.pdf Relationship model and supporting activities of JIT, TQM and TPM]
* [http://ieeexplore.ieee.org/xpls/abs_all.jsp?arnumber=4737762 How to make 5S as a culture in Chinese enterprises]

{{a|Magdalena Mleczkowska, Justyna Michalik}}
[[pl:Metoda 5S]]
[[Category:Lean management]]