Introduction
How often have you implemented 5S in your organization only to find improvements don’t stick? How frequently have you encountered resistance when asking team members to sort their belongings? If you’re like most Lean practitioners, these challenges are all too familiar. After years of implementing traditional 5S methodologies across various industries, I’ve discovered that our Western interpretation of this Japanese concept may be missing some fundamental elements to make it truly effective.
In this article, I’ll introduce a reimagined 5S model addressing these challenges by starting with standardization rather than sorting. This approach aligns more closely with the SDCA (Standardize-Do-Check-Act) cycle and creates a foundation for sustainable improvement. By shifting our perspective on implementing 5S, we can achieve organizational excellence with less resistance and lasting results.
The Traditional 5S Model: Challenges and Limitations
Most Lean practitioners are familiar with the traditional 5S model: Sort (Seiri), Set in Order (Seiton), Shine/Sweep (Seisō), Standardize (Seiketsu), and Sustain (Shitsuke). This sequence has become the standard approach to workplace organization across industries, from manufacturing to healthcare to financial services.
However, this model presents common challenges in practice:
- Teams often resist the sorting phase, reluctant to part with items they believe might be helpful someday
- Without clear standards for what to keep, the sorting and setting in order phases become subjective and inconsistent
- Organizations frequently experience backsliding after completing the first few phases, never fully reaching standardization or sustainability
These challenges stem from a fundamental misalignment in how we approach 5S. When we begin sorting without clearly standardizing what’s needed for the work, we ask teams to make decisions without proper context. We’re creating unnecessary confusion and resistance by starting with sorting before establishing standards, adding a lot of opportunity for a lack of clarity in why we are doing 5S in the first place. When approaching any type of improvement work, beginning with clarity is paramount. In her book Clarity First: How Smart Leaders and Organizations Achieve Outstanding Performance, Karen Martin says, “Clarity creates an environment in which people are able to perform at their best, and thereby enable higher levels of organizational performance.” We owe it to our teams and ourselves to create this clarity before beginning any of the Sorting or Setting in Order. So where do we start then?
Start with Standardization
What if we considered how to enhance our 5S efforts? Could we establish clear expectations for workstations, ensure everyone understands the process on day one, and minimize resistance to following 5S protocols?
The answer lies in reimagining the sequence of 5S implementation. Instead of beginning with Sort, start with Standardize. This approach aligns with Taiichi Ohno’s principle: “Without standards, there can be no improvement.”
My reimagined 5S model changes the sequence to:
- Standardize (Seiketsu)
- Spotless/Shine (Seisō)
- Sort (Seiri)
- Set in Order (Seiton)
- Self-Discipline (Shitsuke)
This reordering isn’t merely about changing the sequence but our fundamental approach to workplace organization. By establishing standards, we clarify what’s needed to perform work effectively. This clarity makes the subsequent steps of keeping the area spotless, sorting out unnecessary items, and setting everything in proper order much more straightforward and less contentious.
Cultural Context: Why Translation Matters
When we imported 5S from Japan, we missed some crucial cultural elements that make it effective. In stark contrast to a typical Japanese business culture, the Western world emphasizes individuality over consensus, often views standardization as stifling creativity rather than enabling it, and doesn’t continually cultivate a Kaizen mindset in every team member.
Additionally, our translations of two critical elements didn’t capture their whole essence:
- Shine/Sweep (Seisō) is better understood as “Spotless” – not just cleaning, but collecting waste (Muda)
- Sustain (Shitsuke) is better translated as “Self-Discipline” – emphasizing training and personal accountability
Each culture is unique, and mindlessly copying methodologies without understanding cultural norms can lead to failure. I’m not the only one who has experienced this. By acknowledging these differences and adapting the approach accordingly, I have found that implementing 5S becomes much more effective in Western organizations.
Leveraging SDCA and 5S Together
The reimagined 5S model aligns naturally with the SDCA (Standardize-Do-Check-Act) cycle, creating a robust framework for leader standard work and continuous improvement. Here’s how they work together:
Standardize
We create, build, and verify Leader Standard Work (LSW) and Standard Work documents in this phase. We also establish daily and weekly routines and define what “good” looks like in each work area. This includes developing clear visual standards for workstations, identifying the expected volumes of work for a particular workstation, documenting processes, and creating standard work instructions.
Standard work documents identify the tools, materials, and information needed for each task and specify where these items must be stored when not in use. Establishing these standards before organizing the workplace gives teams clear criteria for what’s necessary and what’s not. By setting the conditions or expectations an area needs to meet, every part of the 5S process afterward becomes apparent almost immediately.
Do/Spotless
Once standards are established, teams execute daily work while keeping areas free of waste. Leaders conduct Genba walks to observe processes in action, while team members follow standard work. This phase focuses on maintaining cleanliness and order according to the established standards, making abnormalities immediately visible.
During Genba walks, leaders must look for evidence of waste accumulation and address it immediately. This will create a culture where maintaining a spotless workplace becomes part of daily work rather than a special event.
Check/Sort & Set in Order
With standards clearly defined, teams can effectively sort items based on necessity and arrange them according to frequency of use. Leaders conduct audits to ensure all items in work areas match the standards, while teams organize their spaces for maximum efficiency.
This phase becomes much less contentious when standards are already in place. Rather than making subjective decisions about what to keep, teams can objectively evaluate items against the established standards. Items that don’t support the standard work can be confidently removed or relocated.
Action/Self-Discipline
The final phase involves reflection on adherence to standards, identifying opportunities for improvement through PDCA, and cultivating self-discipline. Leaders maintain calendars and action items, while teams track process metrics, creating a cycle of continuous improvement based on established standards.
Self-discipline is about making 5S a habit, not just a project. Regular reflection and adjustment are required to ensure standards evolve as processes improve.
Practical Applications: Case Studies
Case Study #1: Business Operations – Electronic Document System
From: Document control was poor, with poorly named folders on shared drives, leading to shortcuts frequently used for documents and approximately 4-5 minutes of wasted time looking for documents.
To: Migrated to SharePoint for quicker document searches, with a standard of finding documents in 60 seconds or less. The new library sorts by type, name, and keywords, saving 3-4 minutes per search for more critical work.
Standardization began with establishing clear naming conventions and folder structures, in this case. Only after these standards were in place could the team effectively sort through existing documents and reorganize them according to the new system.
Case Study #2: Transit Warranty Group – Parts Room
From: The group struggled to recover funds for broken parts, with many being discarded, resulting in losses exceeding $2 million annually. Contracts required parts to be returned for credit or replacement within 30 days.
To: By implementing a FIFO (First In, First Out) system with 5S to organize the storage area by part class and age, with a standard of 30-day inventory turn of broken parts, the team now recovers more than $2 million in cash and $2 million in part swaps annually.
Starting with standardization meant establishing clear expectations for part handling, storage duration, and return processes. This clarity made the subsequent organization of the parts room much more effective.
Implementing the Reimagined 5S: Three Steps to Success
To set the wheels in motion for standardization-first 5S, consider these three practical steps:
1. Begin with Leader Standard Work
Effective 5S implementation starts with leadership commitment. Establish Leader Standard Work, including regular Genba walks, visual management reviews, and team engagement on 5S principles. Document what leaders need to look for, how often they visit the genba, and what actions to take when they observe deviations from standards.
Creating accountability at the leadership level demonstrates commitment to the process. As noted in the presentation, leaders must “Practice self-discipline” and “Go to Genba regularly and set an example for others with 5S.”
2. Define Clear Visual Standards
Create visual documentation of what “good” looks like in each work area. These standards must clearly show what items belong in the area, where they are located when not used, and how the area needs to be maintained. Use photographs, diagrams, and simple instructions to communicate these standards effectively.
Remember, as Brené Brown once said, “Clear is kind, unclear is unkind.” By providing visual standards, you remove ambiguity and make it easier for teams to maintain organization. This addresses one of the key challenges noted in my experience: “Did we make it easy for people to understand what they truly need to do the job before starting to Sort and Set in Order?”
3. Incorporate Regular Auditing and Reflection
Implement a systematic approach to checking adherence to standards and reflecting on opportunities for improvement, including daily team checks, weekly leader audits, and monthly reflection sessions. Use simple metrics to track progress and identify areas needing attention. This essential action will create a continuous improvement cycle, maintaining momentum and preventing backsliding.
Leader Responsibilities: The Human Side of 5S
Implementing an effective 5S effort requires more than just following a process; it requires thoughtful leadership considering the human aspect of change. Key responsibilities include:
- Consider the human element of 5S: No one likes to be told what to do
- Make it fun and engaging through monthly competitions and rewarding small behavior changes
- Be mindful of the change management required and meet people where they are
- Don’t copy/paste your way through 5S; customize it to your organization’s needs
- Practice self-discipline and set an example through regular genba walks
Conclusion
The reimagined 5S model offers a fresh perspective on a time-tested methodology. By starting with standardization rather than sorting, we create clarity, making the entire process more effective and sustainable. This approach aligns with the SDCA cycle and addresses many cultural and practical challenges associated with traditional 5S implementation.
Whether implementing 5S in manufacturing, healthcare, financial services, or any other industry, beginning with clear standards will set you on a path to success. Remember, as Taiichi Ohno said, “Without standards, there can be no improvement.” Make standardization your starting point, and watch how the other elements of 5S fall naturally into place.
Steve Beauchamp 