Lean method 5S: organizational rules for the optimal workplace

The 5S lean method is a systematic approach to ensure order, cleanliness and efficiency in the workplace.

The 5S method forms the theoretical basis in lean management for continuous improvement and process optimization in various practical work contexts, from production environments to the office.

5S is based on five phases that aim to reduce waste, optimize the work environment and ensure safe work processes. The phases include Seiri (sorting), Seiton (systematizing), Seiso (cleaning), Seiketsu (maintaining cleanliness) and Shitsuke (self-discipline).

The extension of 5S to the 6S method adds the safety phase in order to prevent accidents in safety-critical areas such as industry and production and to ensure ergonomic work design.

In the Japanese interpretation, the sixth S means Shukan, which describes the long-term familiarization with the 5S.

The 5S method is a structured approach to creating and maintaining an organized, clean and standardized workplace. It comprises five phases aimed at increasing efficiency, reducing waste and ensuring safety in the workplace.

The five phases are called Seiri (sorting), Seiton (systematizing), Seiso (cleaning), Seiketsu (maintaining cleanliness), Shitsuke (self-discipline).

The significance of the 5S method in lean management lies in the fact that it serves as a theoretical basis for continuous improvement and process optimization.

This theoretical basis of the 5S method forms the prerequisite for its successful practical application within different work contexts, such as in production plants (lean production) or the office.

The importance of the 5S method in lean management lies in its role as a structural basis for establishing and securing stable, efficient processes. 5S creates the conditions for continuous improvement (Kaizen) and process optimization.

The four specific goals of 5S in lean management are:

1. Standardization: The 5S method forms the basis for the standardization of work processes. It ensures the reliable execution of activities and minimizes process variability through defined procedures and standards. This not only guarantees efficiency, but also a high level of process stability. The method is therefore seen as a prerequisite for the use of other lean methods such as Kaizen.

2. Reduction of waste (Muda): 5S aims to minimize waste in the form of unnecessary movements and waiting times. By keeping tools and materials organized and work areas clean, the time spent searching for items or removing obstacles is reduced.

3. Basis for continuous improvement (Kaizen): In lean management, the 5S method is seen as a first and fundamental step that prepares the organization for continuous improvement. By implementing the five phases (sort, systematize, clean, keep clean and self-discipline), a culture is created in which standards are regularly questioned and improved.

4. Employee participation: The 5S method promotes the active participation of employees. This not only improves the acceptance of change, but also supports the development of a culture of personal responsibility and discipline. This is an important component of lean management, as sustainable process improvement would not be possible without employee participation.

The 5S of the lean method stand for five consecutive steps aimed at creating and maintaining an orderly, efficient and safe workplace.

The five steps of 5S are:

1. Seiri (sorting): All materials and tools are evaluated in terms of necessity. Unnecessary items are removed in order to reduce the workplace to the essentials. This reduces search times and creates space for essential work equipment.

2. Seiton (systematize): The remaining, necessary items are organized so that they are easily accessible at all times. Tools and materials are arranged according to their frequency of use and function, often using visualization aids such as shadow boards or colored markings.

3. Seiso (cleaning): This phase is about thoroughly cleaning the workstation and machines. This ensures that the workplace not only remains clean, but also functional. Clean workplaces help to detect errors at an early stage.

4. Seiketsu (maintaining cleanliness): After the first three steps have been implemented, the achieved state is secured through standardization. This includes the implementation of rules and routines to maintain order and cleanliness.

5. Shitsuke (self-discipline): The last step promotes discipline and personal responsibility among employees to ensure that standards are continuously maintained and improved. Managers support this process through regular reviews and the involvement of the workforce.

Seiri – Sorting/Selecting is the first step of the 5S method and is used to clear the workplace of unnecessary items. This concerns tools, materials and other items that are not needed for the current work.

The aim of this step is to leave only the necessary work equipment at the workplace in order to increase efficiency and create space for essential items.

The three steps for implementing Seiri are:

1. Identifying what is important and what is not: As part of Seiri, all materials and tools are evaluated. This involves deciding which items are necessary and which can be discarded. Typical criteria are functionality and frequency of use.
2. Teamwork and red dot action: Sorting is often carried out as a team action, especially in large areas. Conspicuous, superfluous items are marked with a red dot. This enables a structured decision to be made about what should be kept and what should be disposed of.
3. Flea market or temporary storage: Items whose necessity cannot be clarified immediately are collected in a special place. In some cases, an internal “flea market” system can be set up where materials are exchanged or reallocated.

The three targeted outcomes of Seiri are:

• Freeing up space: Removing unnecessary items creates valuable space that can be used for other tasks.
• Improving safety: Less unnecessary material in the workplace reduces the risk of accidents.
• Cost reduction: By reducing inventory, storage costs are lowered and space is better utilized.

Seiton – Systematize/Place is the second step of the 5S method and works towards systematically arranging necessary work equipment and tools.

The aim is to ensure optimal use of the workplace by giving everything its fixed, easily accessible place. This reduces search times and unnecessary movements and increases efficiency.

The three steps to implementing Seiton are:

1. Arrangement by frequency of use: Frequently used tools are positioned so that they are easily accessible, while infrequently used items are stored in more distant areas. This reduces unnecessary movement and saves time.
2. Use of visualizations: Shadow boards and colored markers help indicate the exact location of tools so that missing items are instantly recognizable. Floor markings or labels provide additional assistance.
3. Fixed “parking spaces” for materials: Every tool and every material is assigned a specific, fixed location that is used again and again after use. These designated storage locations ensure that items are always in their place and ready for immediate use.

The three targeted results of Seiton are:

• Improved clarity: Clear arrangements make the working environment clearer, and materials are always in their designated place.
• Reduced search times: The precise location of all work equipment saves time that would otherwise be spent searching for tools.
• Error prevention: Visualization and clear systematization reduce the likelihood of errors when using or storing tools and materials.

Seiso – Cleaning is the third step of the 5S method and focuses on the thorough cleaning and maintenance of the workplace.

The aim is to improve safety, quality, and efficiency through regular cleaning and to identify sources of error at an early stage.

The three steps for implementing Seiso are:

1. Cleaning machines and work areas: All machines, tools, and work surfaces are cleaned regularly. This includes inspecting the equipment to ensure that it is working properly. The focus is on removing foreign objects and detecting wear or damage to the machines at an early stage.
2. Ensuring operational safety: A clean workplace not only contributes to visual tidiness but also ensures safety standards. For example, the functionality of equipment such as fire extinguishers and technical systems is checked regularly.
3. Waste management and waste separation: In addition to cleaning, waste disposal is also part of Seiso. Waste bins, waste separation systems, and other waste containers are emptied and managed regularly.

The three targeted outcomes of Seiso are:

• Improved occupational safety by eliminating sources of danger and ensuring operational safety.
• Increased product quality, as a clean environment reduces the likelihood of production errors.
• Professionalization of the working environment, which positively impacts employee motivation and the company's public image.

Seiketsu – Maintain Cleanliness is the fourth step of the 5S method and ensures that the achieved states of order and cleanliness are maintained through standardization.

Seiketsu focuses on securing the improvements achieved in the first three steps (sorting, systematizing, cleaning) through clear and repeatable processes.

The three steps for implementing Seiketsu are:

1. Standardization of results: The rules and work processes that led to tidiness and cleanliness are standardized through visual aids, checklists, and cleaning schedules. These standards help employees easily recognize and quickly rectify deviations from the target state.
2. Sponsorships and responsibilities: To ensure compliance with these standards, responsibilities are clearly assigned. Individual employees or teams take responsibility for specific areas and ensure that the defined standards are adhered to.
3. Visual control and deviation detection: By implementing visual control systems, such as photos of the optimal workplace condition, deviations can be recognized and addressed immediately. These visualizations provide a quick overview and help to continuously maintain cleanliness and order.

The three targeted outcomes of Seiketsu are:

• Sustainable tidiness: Implementing standards reduces the need for repeated tidying and ensures lasting cleanliness and order in the workplace.
• Detection of disruptions: The clear order and cleanliness mean that problems such as leaks, loose screws, or wear are quickly visible, helping to prevent machine breakdowns.
• Efficient workflows: The standardized processes reduce duplication of work and create clear routines, leading to an increase in productivity.

Shitsuke – Practicing self-discipline is the fifth and final step of the 5S method. This step focuses on strengthening the personal responsibility and discipline of employees to consistently adhere to the previously established standards.

Shitsuke is often considered the most difficult part of the 5S process, as it is about maintaining the improvements and internalizing the principles over the long term.

The three steps to implementing Shitsuke are:

1. Discipline and ownership: Employees are encouraged to follow the rules and standards on their own. This requires not only following the previous steps (sorting, systematizing, cleaning, maintaining cleanliness), but also developing a pattern of behavior based on long-term discipline and order.
2. Role model function of managers: Managers play a decisive role in the implementation of Shitsuke. By leading by example, they must create a culture in which employees regularly review and optimize processes.
3. Regular review: It is recommended that regular audits or assessments are carried out to compare the current state of the workplace with the defined standards. These checks help to identify deviations at an early stage and rectify them quickly.

The three targeted outcomes of Shitsuke are:

• Long-term stability: The principles of the 5S method are firmly integrated into everyday working life, leading to a sustainable improvement in processes.
• Increased awareness of order: Repeated compliance with and review of the 5S standards develops a high sense of responsibility among employees.
• Improved morale: The continuous maintenance and improvement of the working environment increases employee morale and motivation.

The 6S method is an extension of the 5S method from lean management. While the 5S method focuses on order, cleanliness, and efficiency in the workplace, 6S places an additional emphasis on safety. Safety plays a central role in preventing workplace accidents and ensuring that workplaces are ergonomically designed.

In the Japanese context, the sixth S stands for Shukan, which means “getting used to.” The focus here is on getting used to the 5Ss and maintaining the standards in the long term through continuous self-discipline.

Shukan – getting used to is the sixth S in the Japanese interpretation of the 6S method and means “getting used to.” It describes the phase in which the previously learned 5Ss are internalized as a routine and integrated into the daily work process.

Shukan aims to strengthen employees' discipline and habits in such a way that order and cleanliness in the workplace are continuously maintained without any special request.

The two objectives of Shukan are:

• Long-term maintenance of the 5S: Shukan promotes a corporate culture in which the 5S principles are not only regularly reviewed but also applied as a matter of course.
• Discipline and self-control: Employees should become accustomed to maintaining order and standards on their own initiative, without external controls.

In the context of safety-critical environments, such as in production or industry, the sixth S aims to identify and eliminate potential sources of danger.

This includes checking workplace ergonomics, regular maintenance of machinery, compliance with safety regulations, and the use of protective equipment.

By integrating safety aspects into work processes as standard, the risk of accidents and injuries is significantly reduced.

The question of whether the 5S or 6S method is the better lean method depends heavily on the specific requirements of the working environment.

Both methods share the same basic principles for improving efficiency, order, and cleanliness in the workplace, but the 6S method offers a decisive advantage in areas where high safety standards are required thanks to its additional focus on safety.

The 5S method is characterized by simplicity and quick implementation. It is easier to understand and implement, especially in environments where the focus is on order and efficiency without any particular safety requirements. It also focuses on standardization and efficiency by establishing clear standards that minimize search times and optimize workflows.

The 6S method, on the other hand, offers an additional focus on safety, which makes it particularly valuable in hazardous working environments such as production facilities or industrial operations. By integrating safety standards, accidents at work are reduced, and workplaces are made safer. In addition, 6S takes ergonomic factors into account and prevents injuries caused by incorrect strain.

In Lean Production, the 5S method is used as a central tool to create a proper, safe, and efficient working environment.

The goal of 5S in Lean Production is to eliminate waste, increase productivity, and simultaneously ensure process stability.

The Lean method 5S can be exemplified in the context of GREIF-VELOX:

Sort (Seiri) & Systematize (Seiton): GREIF-VELOX primarily focuses on efficiency and productivity enhancement with full-line solutions by implementing only relevant machines and systems that are optimally aligned with customer needs. Inefficient, outdated machines are replaced with modern full-line systems that offer higher performance and flexibility, optimizing production and minimizing downtime. The machines are designed to integrate smoothly with existing systems, allowing for easy handling and integration.

Shine (Seiso): Reducing cleaning and setup times is a central aspect of GREIF-VELOX’s plant solutions. For example, the use of the fully automatic empty bag stacking machine Valvomat enables bags to be automatically and cleanly sealed during the filling process, which not only enhances production quality but also minimizes cleaning efforts. This reduces maintenance requirements and increases process safety.

Standardize (Seiketsu): GREIF-VELOX relies on standardized solutions that are flexible and expandable. In projects such as Evonik and GoodMills, care has been taken to ensure that the systems are standardized yet adaptable. For instance, the filling performance can be increased as needed without complex modifications. This standardization allows for high flexibility and consistent production quality.

Sustain (Shitsuke): GREIF-VELOX’s philosophy emphasizes continuous improvement through regular maintenance and employee training. Our service offerings also include maintenance contracts and remote support for troubleshooting, ensuring that systems function optimally and employees are continuously trained. This guarantees that standards are maintained and continuously improved to achieve maximum production efficiency.