An Introduction to 5S Principles

Since the 1950s, American companies have gradually embraced quality management systems (QMS). This adoption has yielded significant benefits, increasing product and workplace quality while improving employee satisfaction, productivity, profitability, and safety. But did you know that many of the concepts underlying quality management have actually come from Japan? In this article series, we will explore one of the best-known Japanese quality frameworks, known as the “5S (Five S)” system. Our investigation will showcase how this popular set of management principles came into being, how American ideas influenced the Japanese creators, and how additional practices have been added to the framework in recent years.

5S Quality Management Philosophy – How It Can Guide Manufacturers

The 5S framework is so named because it consists of five principles, each of which is identified with a Japanese word starting with the letter ‘s’. As 5S has been adapted in other countries, translations of the terms have also used words starting with ‘s’ to maintain the concept. Various translations of these terms exist, and for the purposes of this article’s translation of the Japanese terms, several of the most-popular translations have been combined with the author’s own Japanese-language knowledge.

The Five Key Principles in 5S Are:

Sort (整理 or seiri, in Japanese) – a literal translation would be: “organize”

Straighten (整頓 or seiton) – a literal translation would be: “arrange neatly”

Sweep (清掃 or seiso) – a literal translation would be: “clean”

Sustain (清潔 or seiketsu) – a literal translation would be: “maintain cleanliness”

Self (しつけ or shitsuke) – a literal translation would be: “maintain discipline”

As can be seen by comparing these terms and translations with some of the more common English-language adaptations of the 5S translations, a few of the terms may seem different. In particular, Principle 4 (here called “Sustain”) is often instead called “standardize” in English. This can cause confusion in the implementation of 5S, since ‘standardization’ implies a different action than sustainment of the existing practices (which in Japanese is primarily focused on keeping the existing orderliness of the system intact). Finally, Principle 5 (here called “Self”) is itself often instead called “sustain” (bringing further confusion about the exact principles and their order). The reason for this article referring to Principle 5 as “Self” is that, in Japanese, the idea is that the system can only be sustained by the action of oneself, hence why it is important to cultivate ideas of positive proactive practices within the self (such as discipline to maintain the system, care for the system and what / who it affects, and recognition that the system is only as effective as the people who maintain it). Although the 5S practices have been interpreted in many different ways and have provided a variety of benefits depending on these interpretations, it is the intent of this article to try to remain closest to the original Japanese intentions.

Reviewing the terms is one thing, but what do they actually mean in practice? Cultivating this understanding is crucial to using the 5S system effectively.

Principle 1

“Sort”, involves taking the materials found in a workplace, whether they be physical objects, computer files, or even conceptual thoughts, and organizing them according to a rational, logical, maintainable system. As a part of this process, all materials which are unnecessary to the workplace should be removed. This is an opportunity to reduce down to the essentials, and bears some similarity to the practices advocated by Japanese home organizer Marie Kondo. However, while Kondo advocates only keeping those objects that “spark joy” in one’s life, the 5S framework asks for a more logical evaluation – does a material (tangible or conceptual) actually need to be part of a process, or is it superfluous to the desired result? By stripping away that which is not needed, those materials which remain are easier to sort, and therefore, easier to recognize and understand. Practical actions that can occur at this stage include creating a storage area for unnecessary materials and moving them there (ahead of actual removal), clearing free space in the workplace, reducing the distractions of clutter, simplifying inspection (by eliminating unneeded materials), and reducing searching times (since there are fewer materials that must be examined when something needs to be found). Ultimately, this step of the 5S process is about simplifying down to what is actually necessary.

Principle 2

“Straighten”, involves taking all the remaining materials left after the “Sort” stage and placing them in their most optimal order. This could mean placing tangible items where they are actually going to be used in the workplace, or it could include structuring a file storage system for digital assets. For materials that exist only within the mind (concepts and thoughts), the “Straighten” stage requires putting them in their proper place and context so that they can be properly implemented and turned into reality. Although the removal of unnecessary things in the “Sort” stage eliminates most distractions, there is still a possibility of being distracted and going offtrack if the materials that do remain are not organized. Practical actions at this stage include arranging workstations in logical and efficient ways, ensuring that materials are easy to access and in the proper places within the workplace, and assigning set locations where materials will always be kept. The point of this step in the process is making the workplace orderly, so that the workflow which takes place there can be smooth.

Principle 3

“Sweep”, is the stage where the workplace is cleaned and inspected. With all remaining materials organized in the prior stage, the comprehensive cleaning and checking involved in the ‘sweep’ (with the word to be understood in the sense of both tidiness and visual inspection) ensures that everything is not only in its proper place, but is in its proper state of readiness and cleanliness. The use of the word ‘sweep’ also implies that this should be a regular, repetitive action; one does not sweep a floor with one single movement, but with many. Therefore, this step should consist of many small activities, or check-ins, to be sure things are as they should be. As with the other steps, ‘sweeping’ is not confined solely to physical materials, but can also be applied to computer files and to one’s ideas and concepts. Practical actions include cleaning the workplace on a daily basis, inspecting the workplace, ensuring that all materials are safe (both in terms of their own safety, and in terms of their use and access), keeping the workplace pleasant for everyone to be in, and making it easy for problems to be identified quickly. Perhaps the best way of explaining the core goal of this stage is a recommendation that some 5S guides suggest for this stage: to make the workplace understandable even for people who are not familiar with it. In this example, if a stranger who is new to the workplace can see, understand, and alert people about a problem within 5 seconds, then the workplace is truly ‘well swept’ and can be kept highly efficient and functional.

Principle 4

“Sustain”, is where everything that’s been done comes together and is kept going through sustained and continuous effort. It’s worth remembering the original Japanese term for this principle, which translates as “maintain cleanliness”, because that is what this all about. The concept of ‘cleanliness’ in this case, however, isn’t merely physical, digital, or mental cleanliness. It is also the cleanliness of thoughts and actions. By having reduced everything, ordered everything, and surveyed everything to ensure it is properly placed, a worker has, in their place of employment and indeed in their life, brought into being an existence of cleanliness. Therefore, the point from this stage on is to maintain it. As much as this may sound like a philosophical or even New Age behavior system, the 5S principles are fundamentally about creating and maintaining efficiency and order. There is nothing particularly far out or ‘woo-woo’ about it; the framework simply exists to help identify and utilize what is most important to achieving results. But the principles are wide-ranging and powerful, and indeed may help workers think more comprehensively about bringing cleanliness and order to their broader lives. Sustaining this order involves creating a culture of repeated maintenance actions, where workers continuously evaluate and keep in good order all that they have built. This can be done by establishing schedules and procedures to clean and maintain the workplace, to put back into place any materials which may have been removed from their designated areas, to use photos and other visual controls to track how things should be ordered, to use audits and checklists to ensure everything is as it has been organized, to remind workers of their responsibilities for maintaining sustained cleanliness actions, and most importantly, to create a culture where workers value these things and take it upon themselves to sustain what has been established. One important point when considering this principle is to distinguish these ideas from one of the alternate (and less accurate) translations of the original term, which is sometimes found in English-language 5S presentations. This alternate translation renders the term as ‘standardize’, which as can be seen by the action points identified above, does not fit this idea. Standardizing the workplace is worthwhile, of course, but it does not contribute to a maintained order and cleanliness, nor can it correct when the workplace deviates from the actions accomplished in the prior steps. Indeed, over time, standardizing an increasingly dysfunctional workplace that has gradually deviated from the prior steps could have the effect of exacerbating the problem. Instead, keeping the idea of sustained order and cleanliness in mind will keep the results closer to the original Japanese intentions of 5S.

Principle 5

“Self”, is where everything that has happened externally in the workplace is truly internalized. If the steps of Principle 4 (“Sustain”) have already been taken, then workers should already have a strong basis for this internalization. But if not, this is the time to achieve that inner functionality. 5S is a powerful and worthwhile system not because it is controlled externally and run through rigid requirements, but rather because it encourages each worker to feel that they themselves are the system, and that their success creates broader success. This idea of harmonization of the self within the whole is a tacit acknowledgement that all systems, no matter how large or complicated, are formed of individuals who must all contribute if the group is to benefit. The Japanese creators of the 5S principles saw this stage as being one where the workers achieved true self-discipline, or in other words, viewed their responsibilities to the system as personal, rather than external, obligations. To realize this practically, steps to be taken include training (to help workers understand how the system is them, and they are the system), continued audits (evolving from those done in Principle 4 to also include audits of the self), and regular opportunities for the workers to ‘own the system’ by improving it through suggestions, self-directed actions, and consensus building. This last point is the most critical in this stage, as it is here that the framework ceases to be a static list of guidelines that a company follows, and instead becomes a unique entity created by the workers themselves. It is also at this stage that the 5S principles can transition into a QMS for the company: in essence, the framework has evolved into an entirely new entity. Care must be taken, however, to maintain the good that was accomplished during the 5S implementation, and to not lose sight of the sustaining maintenance that will keep these benefits active during the new evolution.

Our 5S article series continues with:

Beginnings: Where Did 5S Quality Management Practices Come From?

Read the next part now!

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Authors

Yelena Rymbayeva is the Chief Marketing Officer of QMS2GO. A veteran marketing professional with experience in software, product development, and entertainment-focused startups, she has written extensively on business organizational best practices, efficiency strategies, and quality management system implementation, with an emphasis on small/mid-sized manufacturers and technology development companies.

Nicholas R. Zabaly is the Editor-in-Chief of QMS2GO’s research and knowledgebase operations. An experienced researcher and technical writer, he has worked closely with the company since its foundation and serves as its lead article writer. Specific to the content of this article, he has experience working with Japanese companies and has knowledge of the Japanese language.

Additional References and Resources

The 5S principles are among the most widely discussed business practices of the past 70 years, and significant information and guidance can be obtained by considering the vast quantities of literature devoted to understanding them. While reviewing these resources, please keep in mind that alternative translations of the five ‘S’ words from the original Japanese exist, and that some may provide contradictory interpretations to each other, as well as to the overall approach adopted by this article. Being aware of these alternate interpretations is important, and when in doubt, a consultation of primary Japanese sources is generally the best approach for resolving contradictions which may arise from translation.

[1] American Society for Quality (ASQ) – “Five S Tutorial” – https://asq.org/quality-resources/five-s-tutorial

[2] Fast Company – “Why Designers are Reviving This 30-Year-Old Japanese Productivity Theory” (Meg Miller, May 26, 2017) – https://www.fastcompany.com/90126285/why-designers-are-reviving-this-30-year-old-japanese-productivity-theory

[3] Los Angeles Times – “Rebuilding Japan With the Help of Two Americans” (Mark Magnier, October 25, 1999) – https://www.latimes.com/archives/la-xpm-1999-oct-25-ss-26184-story.html

[4] Juran Institute – “The History of Quality Management System” (March 4, 2020) – https://www.juran.com/blog/quality-management-system/

[5] University of Michigan Press – “Managing ‘Modernity’: Work, Community, and Authority in Late-Industrializing Japan and Russia” (Rudra Sil, 2002) – https://books.google.com/books?id=e9PzMlVrERUC

[6] Productivity Press – “5 Pillars of the Visual Workplace: The Sourcebook for 5S Implementation” (Hiroyuki Hirano, 1995) – https://archive.org/details/5pillarsofvisual00hira/mode/2up

[7] Asian Productivity Organization – “The 5S’s: Five Keys to a Total Quality Environment” (Takashi Osada, 1991) – https://books.google.com/books?id=Ll-1AAAAIAAJ

[8] Lean Community – “5S System or 6S System?” (Bartosz Misiurek, 2022) – https://leancommunity.org/the-5s-system-or-the-6s-system/

[9] Sustainability – “From Lean 5S to 7S Methodology Implementing Corporate Social Responsibility Concept” (Jon Fernández Carrera, Alfredo Amor del Olmo, María Romero Cuadrado, María del Mar Espinosa, Luis Romero Cuadrado, September 29, 2021) – https://www.mdpi.com/2071-1050/13/19/10810