5S IMPLEMENTATION

MANUAL

JAT Tehnika

1st Edition

May 2022
 5S IMPLEMENTATION MANUAL
Table of contents
Contents
Table of contents..............................................................................................................................2
Introduction.........................................................................................................................................3
1. Definitions.................................................................................................................................3
Part I.....................................................................................................................................................5
1. Four phases of 5S implementation process............................................................................5
Phase 0: 5S Basic Training..................................................................................................................................6
Phase 1: Preparatory Phase..................................................................................................................................6
Phase 2: Introductory Phase.................................................................................................................................6
Phase 3: Implementation Phase...........................................................................................................................7
Phase 4: Maintenance Phase................................................................................................................................7
2. Ten Steps for 5S installation....................................................................................................8
Part II Implementation steps of 5S activities....................................................................................9
Step 1: Decision making to install 5S.............................................................................................9
Step 2: Drafting action plan..........................................................................................................10
Step3: Kick off meeting.................................................................................................................12
Step 4-1: Training for S1-S3 activities.........................................................................................17
Outline of the training........................................................................................................................................17
Step 4-2: Practice Sort, Set and Shine activities.........................................................................18
Sort (Sankhulani, Seiri)......................................................................................................................................18
Set (Sanjani, Seiton)...........................................................................................................................................20
Shine (Salalitsani, Seiso)...................................................................................................................................21
Step 4-3: Internal training............................................................................................................21
Outline of 5S Basic Training.............................................................................................................................21
Step 5: Internal supportive supervision......................................................................................25
Step 6: Brush up practice Sustain activity..................................................................................25

2
 Introduction

1. Definitions
5S: It is to implement Sort (S1): to eliminate what is unnecessary, Set (S2): to align in the
position easy to use, Shine (S3): to make things clean without trash or dust, and
Standardize (S4): to maintain S1 to S3, and Sustain (S5): to voluntarily continue S1 to
S4. Its original purpose is to delete the defect from finished goods with defect or dirt,
and later utilized in the various purposes such as improving the work environment,
organizational revitalization and management system improvement.

KAIZEN: In most cases, indicating Continuous Quality Improvement (CQI) activities by

Quality Control (QC) circles, but it also includes KAIZEN recommendations and field
improvement activities (GEMBA KAIZEN). It is generally conducted through PDCA
cycle, so that it can be called problem solving through participation by service
providers. TOYOTA production method (such as automation and Kanban-placard
method, etc.) fits in this category.

‘Implementing’ these management methods ‘in phases’ is a characteristic of ‘5S-

KAIZEN approach’, and within this approach, each step is defined as follows.

Step1: ‘5S’: improvement of work environment, rethinking of the staff, understanding their
business processes
Step2: ‘KAIZEN’: constructive understanding of the systematic problem resolution and
business process improvement

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 Part I

Phases and steps for 5S implementation

1. Four phases of 5S implementation process

5S is usually implemented gradually, often over one or two years period of time toward
Sustain.5S implementation procedures can be categorized into the following four phases.
(1) Preparatory Phase
(2) Introductory Phase
(3) Implementation Phase
(4) Maintenance Phase
External interventions, several trainings and supportive supervision shall be provided by
management.

The duration of each phase are recommended for effective and efficient implementation of
5S-KAIZEN activities. The details are shown in the diagram below.

Diagram 1-1: Phases of 5S Implementation

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Phase 0: 5S Basic Training
When a management team of a facility considers installing 5S activities, top management
and a focal person for QA in the facility shall attend “5S Basic Training” The top
management and the focal person should understand 5S principles and implementation
procedures.

Phase 1: Preparatory Phase

Recommended duration for preparatory phase is approximately three months. The top
management shall decide the installation of 5S officially. It is declared during “kick off
meeting”. Pilot areas to install 5S are selected after “Situation Analysis” which is one of
components of the kick off meeting.

In preparatory phase, it is important to convince management team to install 5S based on

the deep understanding the concept of 5S and strong commitment. The participants of 5S
Basic Training are responsible to convince the management team.

Phase 2: Introductory Phase

Recommended duration for introductory phase is six months. In this phase, Sort, Set and
Shine activities are carried out in selected pilot areas supported by the focal person (5S
facilitator).

After the six months from 5S Basic Training, the department will conduct “Supportive
Supervision” at participant’s facilities of 5S basic training, observe progress of 5S
installation and providing technical advices. Based on the achievement in the pilot areas
and results of supportive supervision, the management shall decide how to expand 5S to all
departments in the organization.

In introductory phase, Work Improvement Teams (WITs) in the pilot areas and a focal
person of 5S have to learn 5S deeply from the practice in work places and accumulate their
experience for expanding 5S into the whole organization. Moreover, it is necessary to be
aware that “5S is not a Cleaning Campaign” but that “5S can be management tools for
improvement of working place by the staff”.

Before the expansion of 5S, top management shall send a focal person and another person
in-charge for 5S to “5S Training of Trainers (TOT)”. They have to understand how to
conduct internal training of 5S.

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Phase 3: Implementation Phase
Recommended duration for implementation phase is approximately two years. Beginning
of implementation phase, Quality Improvement Support Team (QIST) and WITs shall be
established officially. Internal training of 5S shall be also conducted to all staff.
Standardize and Sustain activities are developed by QIST and practiced in all the pilot
areas. New departments to install 5S activities will introduce Sort, Set and Shine activities
based on the standardized procedures.

In implementation phase, activate areas of 5S shall be commenced from small number of

areas. Since the capacity of QIST and WIT is not enough to expand to the whole hospital
at same time, 5S shall be expanded step by step continuously.

Phase 4: Maintenance Phase

This phase is an on-going phase hence has no time limit. However, it is expected that
within three years of entering this phase, all the necessary structures and accountability
systems shall be in place. All workers (staff) will be shaped to follow workplace rules and
habits. Sort, Set, Shine and Standardize activities will be the culture of all staff of the
facility.

In maintenance phase, external supportive supervision audits should be conducted several

times internally. The facility will brush up 5S activities gradually and also enhance
sensitivities of risks and problems. It means that maintenance phase is an entry point to
KAIZEN activities. Of course, it is possible to try “Small KAIZEN” in implementation
phase. However it is recommendable that KAIZEN activities shall be started after
conducting “KAIZEN Basic Training”.

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 Part II

Implementation steps of 5S activities

Preparatory Phase

Step 1: Decision making to install 5S

After the attending “5S Basic Training”, top management shall decide whether 5S shall be
installed or not into respective department. Top management and a focal person of 5S has
to build consensus for installation.

(1) Proper timing to conduct “briefing meeting”

It is suggested that “briefing meeting” should be conducted within two weeks after
attending “5S Basic Training”. Agendas will be “Explanation of 5S principles and
effectiveness” and “Discussion for making decision”. The focal person has to convince
Management Team if he/she would like to succeed the improvement of the production
facility by 5S. Commitment of top management is priming to passionate 5S installation,
fuel to move engine of 5S continuously and also deterrence against opponents for 5S.

Diagram 2-1: The contents of “briefing meeting”

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(2) Explanation of basic concepts and effectiveness of 5S activities
The focal persons will explain “What 5S principles are” and “How 5S is effective for
working improvement” with materials provided at “5S Basic Training”. Awareness of
importance of 5S activities shall be increased among team members. The table below
shows an example of briefing meeting.

Table 2-1: Example of briefing meeting

Time Responsible
Activities Purpose
allocation person
20 min “Explanation of Develop/Increase awareness of Focal persons
5S-KAIZEN importance of 5S-KAIZEN-
Approaches” Approaches among team members
20 min “Discussion” Build consensus to install 5S-KAIZEN Focal person,
Approaches team members
10 min “Way forward” Confirm/Share next step, Develop team members
schedule

(3) Building consensus

After explanation by the focal person, team shall discuss whether 5S-KAIZEN approaches
are useful for improving working environment or not. At the discussion, effectiveness and
expected outcomes by installing 5S should be clarified concretely.
- How 5S can contribute to improve working process/procedure such as
administrative procedure, work procedure, service delivery procedure and so on
- How 5S can contribute to reduce cost, time burden in working procedures
- How 5S can contribute to prevent dangers, incidents and accidents in working place

(4) Necessary preparation for next steps

If the department decides to install 5S in its own facility, next step is to develop action
plan by a focal person and conduct “Kick off meeting”. It is important to develop a
schedule for those activities in the end of the meeting.

Step 2: Drafting action plan

The focal person and management members shall prepare action plan for 5S
implementation and the plan should be authorized by top management. The action plan is
the first draft (Version 0) for the facility and the plan should be revised and be elaborated
in implementation phase. An example form of action plan is attached in Chapter V. In Kick
off meeting, management and staff have to know the contents of the action plan.

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Following contents shall be described and explained clearly in an action plan.
(1) Issues and challenges of a production facility
- Basic information of a engine maintenance facility/section/department
- Issues that a engine maintenance facility/section/department is facing
- Challenges that a engine maintenance facility/section/department will tackle

(2) Institutional analysis (Overall situation of the facility)

Problems that workers have recognized currently and service users’ needs/expectations
need to be described concretely. Through discussing those matters, “Gap” between
current situation and ideal situation are identified.

(3) Problem statement

Necessity to implement 5S activities in the health facility should be described.
A well-defined problem statement should be “short and precise words”, “clear words”
and “measurable” ideally.

(4) Goal
“Goal” should be achievable and consistent with the existing QA policy and
organizational goal.

(5) Objectives
Objectives means “achievements after implementation of the action plan” and shall be
described into three contents, “Outputs”, “Indicators” and “Means of verification”
- Outputs: statements or products for achieving objectives
- Indicators: measures for evaluation of achievement
- Means of verification: Methods or tools for evaluating the indicators
-
(6) Pilot area(s) for implementation of 5S
Number of pilot areas is two or three as initiation and selected pilot areas will be
“Showcase” of 5S activities.

(7) Action plan timeframe

Detailed activities in each phase for 5S implementation shall be described. Also
followings are described on each activity.
- Target (Targeted person/committee)
- Resources input (Necessary items/resources)
- Time frame (Time to conduct)
- Responsibility (Responsible person/committee)
- Means of verification: Methods or tools for evaluating the activity

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Step3: Kick off meeting
(1) What is “Kick off meeting”?
Kick off meeting is an event for announcement to begin 5S activities officially. In short,
it is an important initial event that management shows commitment of installing 5S
activities into its own facility to maintenance staff. At the same time, it is necessary
to sensitize 5S activities to maintenance staff and to select pilot areas for 5S
installation. Focal persons and management will arrange and conduct this kick off
meeting. There are three events in the meeting; “Exposure Seminar”, “Situation
Analysis” and “Selection of Pilot Areas”.

(2) Proper timing to conduct the meeting

It is recommendable to conduct the kick off meeting within one or two weeks after
decision making by management to install 5S into own production facility.

(3) Methods
There are four events in the meeting; “Exposure Seminar”, “Situation Analysis”,
“Selection of Pilot Area” and “Way forward”. The table below shows an example of
timetable for the meeting.

Table 2-2: Example of timetable for Kick off meeting

Time Responsible
Activities Methods
Allocation person
10 min Opening remarks Plenary Top of the facility
60 min “Exposure Seminar”: 5S Principle, 5S tools Lecture Focal persons
90 min “Situation Analysis” Group work Focal persons
40 min Results of situation analysis Group Focal persons
presentation
15 min “Selection of Pilot Areas” - Top management
15 min “Way forward” Plenary Focal persons
10 min Closing ceremony - Top management

“Exposure seminar”
Beginning of the kick off meeting, “What 5S is” and “How 5S is effective” will be
explained at the exposure seminar. All staff in the health facility can participate to be
exposed to 5S concepts. In the exposure seminar, true meaning of 5S must be
conveyed to the staff. 5S is often incorrectly characterized as “standardized cleanup”,
however it is meaningful much more than cleanup. 5S is a philosophy and a way of
organizing and managing workspace and workflow with focused intention to improve
efficiency by eliminating waste, improving workflow and reducing process
unreasonableness. The following points should be emphasized during the exposure
seminar:
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 - We choose a facility which provides quality of service as customers. Then we
hope to be chosen by customers as good service facility.
- If employees are not satisfied with own work, customers cannot be satisfied.
- “You can do it” because others can do it too.
- 5S activities help to improve working environment for smooth implementation
of quality improving activities
- 5S activities are not a onetime event. It should be practiced day by day and
make 5S as a culture of the health facility. Periodical training is necessary for
both management and department/section level for sustainability.

“Situation Analysis”
Purpose of Situation Analysis is to understand baseline status before 5S
implementation by results of the check sheet and interview and photos. “Situation
Analysis Check Sheet” is utilized for the implementation.
1) Procedures of the analysis
i) Select members for the analysis (after the exposure seminar)
ii) Explain how to use the check sheet
iii) Make sub-groups for the round
iv) Set routes and time allocation for each sub group
v) Go round by the sub groups with the check sheet
vi) Collect the check sheet
vii) Summarize the results of the check sheet and interview, and photos
viii) Feedback the results

2) Points for checking current status of working environment

- Condition of physical facility: ceilings, walls, floors, windows and so on.
- Unnecessary items
- Damaged items / Broken items
- Orderliness of furniture, equipment, files, machines and so on
- Clutters / Dust / Rust / Corrosion
- Markings / Scribbling / Old posters / Wall paints

3) Photo taking
During situation analysis, one of the members in the sub group must equip with
a digital camera, and photographs of work place must be taken to record current
situation prior to 5S implementation. These are useful for comparing and
measuring the progress (Before-After) of 5S activities.

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 Diagram 2-2: Example of photographing record

Note that positions of photo taking must be recorded for the next visit to monitor
progress of 5S activities like the above diagram. It is important not to take
photos so closely

Bad example of photographing: Difficult to Good example of photographing: Easy to grasp

grasp the situation the situation

Diagram 2-3: Bad and good example of photographing for Situation Analysis

All pictures should be shared with management and department staff. This can help
understanding “how working environments can be improved”.

The analyzed results should be reflected to revise the action plan (version 0) for proper
understanding of situation and development of action plan (version 1) to start 5S in pilot
areas.

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 “Selection of Pilot Areas”
Based on identified current situation, proper pilot areas shall be selected with consensus
among the selected members for situation analysis, team members and the focal
persons. Criteria for the selection are followings.
- The leader of the area has good leadership.
- The leader is interested in 5S.
- The area is not so dirty but not so clean.
- The area has enough staff for 5S implementation.
- The area might achieve good results of 5S.

The pilot areas shall be chosen as the areas for successful implementation of 5S
activities. The organization has to learn the lessons from the successful achievement in
the pilot areas to expand to the other departments. Proper implementation of 5S
activities at targeted area(s) is to make “showcase” (model of 5S), which helps to make
staff understand “what is 5S about” (Seeing is believing!) When select the target(s),
DO NOT select sections or departments that are facing lots of problems as it will take
long time to solve the problems and difficult to make them as a “showcase”. For
example, the area which is so dirty shall not be chosen because it takes long time to be
sorted and set successfully, and staff might be bored or give up.

“Way forward”
At the end of the kick off meeting, way forward shall be showed to participants.
Necessary information is 1) the focal persons and management will revise action plan
based on the results of Situation Analysis and show it to all workers as soon as possible,
and 2) the training on S1-S3 activities for the pilot areas will be held by the facilitator
as next step for 5S activities.

(4) Procedure and preparation of “Kick off meeting”

The following activities are necessary for smooth implementation of kick off meeting.
1) Fix schedule and venue
2) Inform the fixed schedule and venue to all teams and team members
3) Assign roles to team members and the focal persons as follow;
- Moderator
- Lecturers
- Facilitators for Situation Analysis
- Persons who can prepare the meeting

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 4) Prepare necessary items/materials
- Timetable of the meeting
- Attendant list
- Presentations (5S principle & 5S tools)
- Situation Analysis Check Sheet
- Lunch or refreshment
- Digital camera
- Laptop, Extension code and Projector if necessary
- Stationery (Pens, Flip chart and Notepads) if necessary

Introductory Phase

Step 4-1: Training for S1-S3 activities

Based on the selected members during Situation Analysis, the members for 5S
implementation in the pilot areas shall be selected. To start 5S activities, formal training
for the implementing members is necessary. The training is conducted by the focal persons
(facilitators). Team leaders have to attend the training if available, because one of the key
factors for successful 5S implementation is “strong leadership and commitment”.

Outline of the training

(1) Expected outcome
Selected members for 5S implementation at the pilot areas will be able to understand
“What 5S is”, “How 5S is effective” and “How to practice S1, S2 and S3 activities”.

(2) Methodology and necessary topics

It is advisable that it takes one day to train the members. If it is difficult to do so,
training curriculum can be divided into four days as the table below shows. Methods
of the training are lectures and practical sessions. Training materials provided during
5S Basic Training can be used for the training.

Table 2-3: Methodology and necessary topics for S1 – S3 Training

Day Time Topics Method
Day 1 60 min 5S Principle Lecture
Day 2 60 min How to practice Sort, Set and Lecture
Shine activities
Day 3 60 min 5S tools Lecture, Practical session
Day 4 60 min Monitoring and self-evaluation Lecture, Practical session

(3) Participants
Members for 5S implementation from the pilot areas
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(4) Facilitators
The focal person for 5S activities and team members

(5) Support by top management

The focal persons and team members can 5S trainers to support the training, such as
lecturing and facilitating if necessary.

(6) Preparing process for the training

1) Fix schedule and venue
2) Inform fixed schedule and venue to all members for 5S implementation
3) Assign roles to team members and the focal persons as follows
- Moderator
- Lecturers
- Facilitators
- Person who can prepare the training
4) Prepare needed items/materials
- Timetable of the meeting
- Attendant list
- Presentations
- Lunch or refreshment
- Digital camera, Laptop, Extension code and Projector if necessary
- Stationery (Pens, Flip chart and Notepads) if necessary

Step 4: Practice Sort, Set and Shine activities

After the training on S1-S3 activities, the members for 5S implementation at the pilot areas
shall practice S1-S3 activities continuously.

Sort
Set
Shine

Work Venue

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Sort (Sankhulani, Seiri)
Practice of Sort is starting from identification of unnecessary items in the work place. It
has to be initiated by disposing all that are no longer needed after identification of
unnecessary items through putting Red Tag and colour coding. Through Sort activity, we
can create spaces and categorize all items in departments/sections clearly.

A simple way of Sorting is to categorize all equipment, machines and furniture into three
(3) categories by using colours. These categories are; Unnecessary (not need it), May/May
not be necessary (Uncertain), and Necessary (Need it) as depicted.

Example of usage of color

coding for Sort activity

- PINK: Uncertain items

- Yellow: No Necessary
items

i) Unnecessary (Not need it)

Unnecessary items should be discarded if the item is not repairable. If the item is
repairable, repair it and store as it may be needed by other departments/sections or
other hospitals. Since the unnecessary items are property of the government, it
might be difficult to discard immediately. Official audit procedures are necessary
before disposal. Some valuable items might be sold to recycle agents. The items
should be segregated for necessary disposal.

ii) Uncertain items (May be necessary/May not be necessary)

May/May Not Necessary items mean that the items are not used often (probably
only once a month) or it is functioning but not used in current workflow. This kind
of items should be stored in sub-store of departments /sections so that it can take
out quickly when it is needed.

iii) Necessary (Need it)

Necessary items should be organized properly based upon current workflow. This
will be explained in “setting” activities

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 Diagram 2-4: How to Sort materials/items/tools

When unnecessary items are collected from various departments/sections, the followings
must be recorded and filed for smooth discarding procedures:
- Name of items
- Inventory number
- Where it was
- Where it will be stored

“Unnecessary item store” should be established and all unnecessary items properly stored
until discarding process is completed. If sizes of unnecessary items are large and not
repairable, space for unnecessary items should be created within the hospital compound
with safe storing measures. Rules for regular disposal have to be established.

Set (Sanjani, Seiton)

After Sort activity, remaining items have to be arranged and stored according to frequency
of use. All areas including floors, cupboards and table tops have to be organized. Through
Set activity, we can access needed items easily and immediately, do stock control of
medical supplies and medicines easily, and keep workplace to look organized. Therefore,
the changes have to work to be done more efficiently than before.

Practice of Set emphasizes on proper orderliness of things in the work place. Items are
placed to facilitate easy access and to optimize workflow. For example;
- Signboards are set at the entrance to access easily for various services locations in
the health facility.

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 - All locations are named or numbered.
- Every item has to be labelled with an inventory number (discretely) and
assigned a location. The assigned location is marked on the item and at
the location.
- Visual controls including color coding are practiced.
- Files and cupboards are indexed.
- X-axis-Y-axis alignment is practiced in the positioning of items.

Shine (Salalitsani, Seiso)

Practice of Shine is the cleaning stage.
- All the items including floors, walls, windows, ceilings and equipment
are cleaned.
- Appropriate cleaning tools, methods and materials are identified and practiced.
- Waste bins are available at required places.
- Cleaning maps and schedules are developed and displayed for continuous
practice of cleaning.
- Waste bins color coding must follow internal waste regulations

Shine activity also means not only “Cleaning” but also “Maintenance”.
- Equipment shall be check whether it is working well or not.
- Facility must be checked broken or not, such as windows, doors, sinks,
toilets and ceilings.
- Cleaning equipment is broken or not.
If there are any sign of troubles it must be reported to top management or
maintenance department through person in charge of the department/section.

Step 5 : Internal training

One of key factors for successful 5S implementation is “everyone’s participation”.
Therefore, training of all staff is essential.
QIST shall conduct “Internal 5S Basic Training” for hospital staff under supporting
by HMT.
Outline of 5S Basic Training
(1) Objectives
- To make participants understand 5S principles and necessity/importance
of improving working environment
- To make participants understand how to practice Sort, Set and Shine activities

(2) Participants: maintenance staff

(3) Facilitators: QIST and team members

(4) Methodology of the training

In case of internal training, it is not necessary that all staff participates for one
training course and training is not conducted in a day. Based on the capacity of
QIST and facility, the contents of internal training shall be arranged freely. For
example, training conducts every afternoon from 3:00 PM to 4:30 PM for 4
days. For the internal training, QIST is able to ask to support of the QM
department. Even though QIST asks support for the objectives and schedule of
the training shall be planned by the hospital. Training materials at 5S Basic
Training and 5S TOT can be useful for the training.
Table 2-4: Example timetable of internal 5S Basic Training
Time Topics Method
20 min Pre-course assessment Paper assessment
30 min Objectives of 5S-KAIZEN-TQM Approach at Lecture
health facilities in Malawi
60 min 5S Principle Lecture
60 min How to practice Sort, Set and Shine activities Lecture, Practical session

60 min 5S tools Lecture, Practical session

30 min Building and maintaining positive attitude Lecture
30 min Role of QIST and WIT Lecture
90 min Field observation Practical session
60 min Supportive supervision (especially Lecture, Practical session
“Self-monitoring”)
90 min Developing an action plan Lecture, Practical session
20 min Post-course assessment Paper assessment
15 min Statement by HMT (Way forward) Plenary
(5) Preparation process for 5S Basic Training
The following preparation is necessary for smooth implementation of 5S
Basic Training.
1) Fix schedule and venue
2) Inform fixed schedule and venue to expected members for 5S implementation
3) Assign roles with HMT members and the focal persons as follow
- Moderator
- Lecturers
- Facilitators
- Person who can prepare the training
4) Prepare needed items/materials
- Timetable of the meeting
- Pre / Post test
- Attendant list
- Presentations
- Lunch or refreshment if necessary
- Digital camera, Laptop, Extension code and Projector if necessary
- Stationery (Pens, Flip chart and Notepads) if necessary

Standardize (Samalitsani, Seiketsu) is activities which establish a regular

and continuous practice of maintaining tidiness, orderliness, and cleanliness (first
3-Ss). All processes and procedures of the organization are standardized to reduce
the cycle time, to reduce waste, to improve safety and to improve outcome. Thus,
the following kinds of activities are implemented in this phase:
- Development of Standard Operational Procedures (SOPs),
- Display marking of safety signs
- Garbage segregation system (infectious/non-infectious, recyclable),
following the Infection Prevention and Control / Healthcare Waste
Management policy
- Colour cording for linen system
- Zoning for storing/parking equipment
 Standardize

Sort
Set
Shine

Work Venue

“Checklists” should be developed for each activity/service area and utilize it for
the standardization.
Equalization is important to reduce variance of quality. The variability is the cause
of creating needless work in the workflow. Therefore, consider equalizing the
followings:

Individual capacity:
- Information sharing and development of Standard Operational Procedures

Quality, Productivity and Safety:

- Use of Standard Operational Manual and Standard Operational Procedures

Staff’s mind-set towards to KAIZEN activities:

- Fair performance evaluation and awards to good practice, equal opportunity of
training to all staff

Information:
- Sharing among staff of policy and strategy for quality improvement and
current situation of KAIZEN activities
Step 6: Internal supportive supervision
Although supportive supervision will be conducted periodically by facilitators, the
team has to establish internal monitoring mechanism and conduct periodical
monitoring. Details of monitoring procedures are mentioned in Part IV.

Maintenance Phase

Step 7: Brush up practice Sustain activity

It aims to maintain people to follow well work habits and keep workplace rules and
regulations. To make 5S activities as a part of your organization culture, it takes
long time and need to be repeated. There is no time allocation of Maintenance
phase as it is on-going process.

Through brushing up 5S activities, the team shall be highly motivated to propel 5S

and the concept of 5S shall be understood not only by the staff but also by all
visitors in the maintenance facilities. For sustaining 5S activities, all participants
enjoy 5S and understand that how effective 5S is for us.

Sustain (Sungitsani, Shitsuke) is self-discipline to maintain consistent

practice of 5S. Training programme is carried out for employees. Competitions
are organized and good practices are rewarded. Authoritarian rule is not practiced
and employees are motivated to internalize 5S. Trainings should include
organization wide meetings where management and employees announce their
results. This acts as an incentive to motivate
staff and to practice benchmarking.

Sustain
Standardize

Sort
Set
Shine

Work Venue
Care should not be taken to get into a routine with 5S activities. Once again, since
5S tasks appear minor, staff may not concentrate on 5S after the initial
implementation. Inspections through and continuous evaluations of all work units
are essential to keep track of 5S Programme.
The following activities are expected be conducted in this phase:
- Periodical training of staff
- Refresh training for staff
- Periodical internal supportive supervision by facilitators
- Periodical self-monitoring by
- Quality competitions and awarding for good practice
- (Original) 5S poster development and display
- Establishment of 5S corner within department/section and frequency updating
- Display of 5S progress chart, table, and graphs

To establish autonomous organizations toward continuous quality improvement,

all professions and management team shall enjoy implementing 5S activities.
Reward and award system can motivate staff under healthy competition.
Competition of 5S song or 5S dance in a facility also encourages the staff to
implement 5S activities in pleasant way.

The staff will consider how to improve the work place or process naturally. It
means that the staff is able to manage his / her work.