WHAT IS 5S??

• 5S IS A FUNDAMENTAL PILLAR OF A LEAN DEPLOYMENT. THE 5S EXERCISE

CAPTURES CORE PRINCIPLES OF THE LEAN PHILOSOPHY THAT FACILITATE THE
EXTENSION AND DEVELOPMENT OF A LASTING LEAN IMPLEMENTATION. THINK
OF IT AS THE FOUNDATION UPON WHICH A HOUSE IS BUILT UPON.
• A 5S IMPLEMENTATION HELPS TO DEFINE THE FIRST RULES TO ELIMINATE
WASTE AND MAINTAIN AN EFFICIENT, SAFE, AND CLEAN WORK ENVIRONMENT.
IT WAS FIRST POPULARIZED BY TAIICHI OHNO, WHO DESIGNED THE TOYOTA
PRODUCTION SYSTEM AND SHIGEO SHINGO, WHO ALSO PUT FORWARD THE
CONCEPT OF POKA-YOKE.
WHAT EXACTLY IS 5S?
• SIMPLY STATED, A 5S IS THE
STRUCTURED METHOD TO
ORGANIZE THE WORK
PLACE. AS EVIDENCED BY
ITS NAME, THERE ARE 5
STEPS IN A 5S. THESE
STEPS ARE:
 SORT:
• SEPARATE THOSE THINGS NEEDED FOR
THE JOB FROM THOSE THAT ARE NOT
NEEDED. EXAMPLES INCLUDE OBSOLETE
AND EXPIRED PROCEDURES, DAMAGED
AND EXPIRED INVENTORY, DEFUNCT/OLD
EQUIPMENT, ETC. AT THE END OF SORT,
UNNEEDED ITEMS ARE DISPOSED OF (AS
IN GOTTEN RID OF).
SET IN ORDER:
• FOR THE THINGS NEEDED TO DO THE JOB,
PUT THEM IN A LOGICAL ORDER OR LOGICAL
PLACEMENT TO ENHANCE THE WORK
PROCESS AND REDUCE THE CHANCE OF
DEFECTS. THE ORDER SHOULD
CONTRIBUTE TO THE REDUCTION IN EXCESS
MOVEMENT, EXCESS TRANSPORTATION,
OVER PROCESSING, OVER PRODUCTION,
EXCESS INVENTORY, EXCESS DELAYS AND
DEFECTS. THESE ARE THE 7 WASTES LEAN
METHODS ELIMINATE IN AN ORGANIZATION.
 SHINE:
• THE WORK AREA IS CLEANED AND
EQUIPMENT AND SYSTEMS ARE
CALIBRATED TO OPTIMAL SETTINGS
SUCH THAT THE PROCESS IS IN ITS IDEAL
STATE. AT THIS POINT, MEASUREMENT OF
THE SYSTEM MAY BEGIN AND THE
MEASUREMENTS WILL CAPTURE THE
VARIATION OF THE PROCESS RATHER
THAN THAT OF THE ENVIRONMENT OR
THE MEASUREMENT SYSTEM. THIS
ALLOWS BETTER UNDERSTANDING OF
PROCESS VARIATION.
 STANDARDIZE:
• WHILE THERE MAY BE “MANY WAYS” TO
DO THE WORK, THERE IS “ONE BEST
WAY” TO DO THE WORK.
COLLABORATION WITH THOSE IN THE
WORK PLACE AND WITH PROCESS
ENGINEERS CAN IDENTIFY THE BEST
WAY TO ACHIEVE THE WORK. THIS
SHOULD BECOME THE STANDARD. THIS
INCLUDES HOW TO DO THE WORK AND
HOW TO REPLENISH THE WORK SUCH
AS THRESHOLDS TO REORDER AND
MANAGE INVENTORY.
SYSTEMATIZE/ SUSTAIN:
• PUT INTO PLACE THE SYSTEM TO MAINTAIN
THE ORGANIZATION OF THE WORKPLACE,
THE UPKEEP OF THE EQUIPMENT AND
SYSTEM AND THE MEASUREMENT,
MONITORING AND VISUAL CONTROL OF THE
PROCESS. VISUAL CONTROL ALLOWS
EVERYONE TO UNDERSTAND HOW THE
PROCESS IS PERFORMING. THIS IMPLIES A
‘FEEDBACK AND RESPONSE’ MECHANISM
ENABLING THE INDIVIDUAL TO EXERCISE
MORE CONTROL AND ACCOUNTABILITY FOR
HIS/HER WORK.
WHERE CAN I APPLY 5S?
• THE 5S BEGINS THE LAYING OF THE FOUNDATION TO CONTINUOUSLY
APPLY LEAN CONCEPTS AND TECHNIQUES TO ROOT OUT WASTE AND
STREAMLINE PROCESSES.
• A 5S CAN BE APPLIED TO ANY WORK ENVIRONMENT. IT COULD BE A
SUPPLY/STORE IN A HOSPITAL, A REPAIR TRUCK FOR A TELECOM
COMPANY, A CSR DESK/WORK AREA IN A CALL CENTER, THE BAGGAGE
CLAIM AREA OF AN AIRLINE OR A LAPTOP COMPUTER. THE 5S BEGINS
THE LAYING OF THE FOUNDATION TO CONTINUOUSLY APPLY LEAN
CONCEPTS AND TECHNIQUES TO ROOT OUT WASTE AND STREAMLINE
PROCESSES.
AN EXAMPLE OF 5S
EXAMPLES
• LET’S TAKE THE EXAMPLE OF A HOSPITAL FLOOR CART. THE CART CONNECTS THE NURSE ON THE HOSPITAL
FLOOR TO THE SUPPLY/STORE OF THE HOSPITAL FOR COMMON PATIENT CARE SUPPLIES AND SPECIAL
MEDICAL CARE SUPPLIES. THE OBJECTIVE OF A 5S EXERCISE APPLIED TO THE HOSPITAL CART WOULD
PRODUCE AN END RESULT OF ON TIME DELIVERY OF SUCH SUPPLIES TO THE NURSING STATIONS. NURSES
ARE NOTORIOUS HOARDERS. THEY WANT TO MAKE SURE THEY HAVE NEEDED SUPPLIES FOR THEIR
PATIENTS AND INCONSISTENT SUPPLY FROM THE CART, WHETHER IT BE THE FREQUENCY OF VISITS OR THE
LACK OF SUPPLY ON THE CART, CAUSE A BEHAVIOR TO CREATE A ‘STASH’ OF SUPPLY. THIS HIDDEN
INVENTORY IS EXCESS INVENTORY. MULTIPLIED ACROSS A HOSPITAL AND NETWORK, THE INVENTORY
IMPACT CAN BE SIGNIFICANT. HIDDEN STASHES OF INVENTORY LEAD TO ‘LOST’ INVENTORY,
OBSOLESCENCE OF INVENTORY AND DAMAGED INVENTORY. THIS FURTHER COMPOUNDS THE INVENTORY
PROBLEM.
• A 5S OF THE FLOOR CART BEGINS WITH A COLLABORATION OF THE NURSE WITH THE SUPPLY ATTENDANT.
THE TWO STAKEHOLDERS IDENTIFY WHAT BELONGS AND DOESN’T BELONG ON THE CART. THE ATTENDANT
CAN THEN ORGANIZE THE PLACEMENT OF SUPPLIES ON THE CART BY USE AND VOLUME AND OTHER
CONSIDERATIONS BASED ON PROCEDURES AND GOOD CLINICAL PRACTICES. SHAPES, SEPARATORS, SIGNS
AND COLORS MAY BE USED TO KEEP THE SUPPLIES ORGANIZED ON THE CART. INITIAL INVENTORY ON THE
CART CAN BE DETERMINED BY EXPECTED USAGE AND THEN UPDATED AFTER MONITORING FOR AN
EXTENDED PERIOD OF TIME. THE NURSE AND SUPPLY ATTENDANT CAN SET THE FREQUENCY OF SUPPLY
AND DESIGN THE PROCESS AND THE VISUAL CONTROL FOR RESUPPLY.
• THIS COLLABORATION ASSURES THE NURSE OF PATIENT SUPPLY AND
REDUCES THE NEED TO HOARD SUPPLIES. THE SUPPLY ATTENDANT, IN TURN,
COORDINATES WITH THE SUPPLY STORE ALLOWING THE STORE TO 5S ITS
STORE SPACE AND INVENTORY ADJUSTING ITS ORGANIZATION AND SUPPLY TO
FLOOR USAGE. THE IMPACT CAN BE SIGNIFICANT FROM A PATIENT CARE
DELIVERY PROPOSITION TO THE INVENTORY CONTROL AND WORKING CAPITAL
PROPOSITION.
THANK YOU!!!
PRESENTOR:
KJ SOLOMO
RJ ROMARAOG
RB SURWEZ
JE TRAJANO
JR REGONDOLA