5S – a quality improvement tool for sustainable performance: literature review and directions

Abstract

Purpose The purpose of this paper is to present the comprehensive literature review on 5S and suggest possible gaps from the point of view of researchers and practitioners. The manuscript presents the overview of 5S implementation and highlights the achievements realized from deployment of 5S initiatives for sustainable performance of organizations. Design/methodology/approach The paper critically examines the literature on 5S, analyzes and reviews it systematically. The study highlights the critical barriers and success factors for sustainable 5S implementation in the organizations in the competitive world. Findings 5S is an outstanding Japanese philosophy for the development of any type organization all over the world. This study bring out the concept of 5S, requirements for its holistic implementation, relationship with other lean tools, benefits, success factors and obstacles in 5S implementation. The significant contributions through 5S initiatives in the organization like production, quality, safety and effective utilization of workspace for the sustained organizational improvement have also been highlighted in the study. Practical implications The literature on assortment of 5S technique has been so far very limited. The present paper reviews large number of research publications related to 5S to highlight the significance of 5S philosophy in the sustainable organizational improvement across the world. It foregrounds the approach advised by the various researchers, practitioners and appraises censoriously the reason behind the demand of 5S program in the organization. The needful steps and obstacles are also foreground for the effective implementation of 5S in the organization. Originality/value The paper presents a comprehensive review of literature publications in the area of 5S and their assortment to develop an understanding of the significance and implementation of 5S in the organizations. The paper will be helpful or useful to researchers, safety executives, development professionals and managers in the organizations.

Starting the lean journey: The effect of lean awareness on nurses’ knowledge and readiness for lean transformation in the hospital

“…[25,34] Several researches highlighted the significant contribution of implementing the 5S as a lean tool in their hospitals. For example, Randhawa and Ahuja (2017) clarified in their study that 5S initiated improvement in production, quality, safety, and effective utilization of workspace. [35] Also, Kanamori et al (2015) concluded that the intervention of the 5S was perceived to have improved quality of healthcare services and staff motivation in a facility with poor-resources and a disorderly work environment.…”

“…For example, Randhawa and Ahuja (2017) clarified in their study that 5S initiated improvement in production, quality, safety, and effective utilization of workspace. [35] Also, Kanamori et al (2015) concluded that the intervention of the 5S was perceived to have improved quality of healthcare services and staff motivation in a facility with poor-resources and a disorderly work environment. [36] On the contrary, Boswihi (2017) stated that the head nurses were not able to use the tool of 5S due to the design of the ward and the poorly disorganized working environment as their wards are crowded with equipment with no storage area.…”

Supply chain management and lean concept in construction: a case of Ghanaian building construction industry

“…This is achieved systematically by cleaning and standardizing the whole organizational workplace. The processes through which 5s goes through are sort, set in order, shine, standardize and sustain (Randhawa and Ahuja 2017). Kaizen also deals with continuous improvement process where everyone is encouraged to come up with small improvement suggestions on a regular basis, process oriented, not straight forward and difficult to sustain in the long run (Ma et al 2017).…”

The Application of 5S's Workplace Organization at an Egyptian Flexible Packaging Factory

“…S3 Sweeping and Shining (Cleanliness), The third "S" directs the cleaning activities in the organization, include removal of dirt, grime, and dust from the workplace, and always keeping everything swept and clean (Chang, and Chen, 2014). On the other hand, daily cleanliness has to be done to have a normal work area, which more suitable and harmless workplace is ensured when the third S is implemented (Randhawa, and Ahuja, 2017), which a clean and organized work area itself acts as a motivation factor for the operators and workers that like work in a clean and good environment which boosts up their confidence (Dudek-Burlikowska, 2006). Teamwork members should apply the third "S" as an action to have to maintain cleanliness without being told to do so.…”

“…Many factories do the 5S activities for months. But it converts very difficulty in sustaining the activities performed for a longer period (Randhawa, and Ahuja, 2017). Standards have to be maintained year after year in an effective manner (Dudek-Burlikowska, 2006).…”