5S as a Tool for Organizing a Safe Workspace

The 5S system is aimed at organizing a safe and efficient workspace.

Myths about the 5S system that hinder the implementation process:

• 5S is only about aesthetics
• 5S is just a general cleaning and nothing more
• 5S does not affect productivity, safety, and quality

As a lean manufacturing implementation trainer, I debunk these myths for employees during training using:

• examples from sites where the 5S system has already been implemented ("before" and "after" photos); we discuss risks associated with non-compliance that can be minimized by applying the system;
• photos of the site where the employees currently undergoing training work. We try to find non-conformities with the system and plan corrective actions;
• audits of production and storage facilities. Discussing results with managers and updating 5S standards;
• practical assignments (for example, groups are asked to assemble a star mosaic. The first round is without 5S standards, the second is with them applied. We play a plug assembly game. We conduct site visits to perform audits using a checklist).

Employees must understand that the 5S system serves as a starting point for minimizing HSE risks, such as:

• trip/fall risks (due to cluttered workspaces or items not having a designated place);
• risk of falling objects (improper workspace organization. Items used more frequently are kept within arm's reach, while less frequent ones are moved to the background);
• moving machinery parts/vehicle-pedestrian collisions (lack of designated zones for movement or equipment placement, or these zones are not identified).

The system involves 5 steps:

• Sort (keep only what is needed. Organize a quarantine area).
• Set in Order
• Shine
• Standardize (a document establishing the general appearance of a work center or area)
• Sustain

The system is always cyclical. In every training session, I tell employees: "No one knows your workplace better than you do." An auditor is your helper, but the final word on workspace organization, marking methods, visualization techniques, and storage area organization always rests with the site supervisor.

What challenges might be encountered during the implementation of this tool:

• "Management by phone." No, absolutely not. Only site visits, only recording the actual current state and working with it.
• The system is not for everyone. Implementing the system is a long process, and it's not always possible to launch it across all areas at once, but you must develop an implementation plan. The system applies to all departments, including offices.
• Lack of support from the facility manager. You need to clearly understand and decide whether to implement the system; without the support of the organization's head or top managers, it will be problematic. Therefore, first and foremost, conduct training specifically for this category of employees, as they will motivate subordinates by their own example.

The company I work for began implementing the 5S system in April 2021. Currently, the system has been introduced in 97% of the premises. This year, we plan to transition from temporary workspace marking (using special tape) to permanent marking (using paint). Temporary marking is necessary to "test run" the workspace and understand how convenient, comfortable, and, most importantly, safe it is for employees to work. The average checklist score is 43 out of 50. The Quality and Industrial Safety Department is responsible for the system's implementation.

I would like to share some "before" and "after" examples.