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A STUDY ON IMPLEMENTING 5S IN A
MANUFACTURING COMPANY

PATEL AJAY MAHESHBHAI, FMS, Parul University

PATEL DIPESH VEESANJI, FMS, Parul University
DR.VAISHALI SHAH, Assistant Professor, FMS, Parul University

Abstract: The five Japanese words Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu
(standardise), and Shitsuke are the roots of the systematic approach known as 5S. (sustain). In monitoring
an organised environment, this system assists in organising a workplace for efficiency, reducing non-
value-added operations, and improving quality and production. The goal of this paper is to review earlier
research on the effectiveness and advantages of 5S implementation in businesses. The findings
demonstrate that 5S is a powerful instrument for enhancing organisational performance regardless of the
kind, size, production, or service of the business. So, the 5S approach would substantially support an
organization's goals of achieving continual performance and productivity development.

5S is a method of quality improvement. The 5 (Seiri, Seiton, Seiso, Seiketsu and Shitsuke) techniques
greatly support a small business's primary goal of achieving continuous improvement and higher
performance. In a production environment, implementing 5S can lead to significant improvements in
performance as well as budget, health, and safety.

Keywords: 5S, Seiri, Seiton, Seiso, Seiketsu, Shitsuke

Introduction
In a changing business, it is important to win the hearts and minds of customers with the quality and cost
of products and services. It also necessitates efficient production processes coupled with ongoing
enhancements. An organization's current need is to deliver quality products through continuous
improvement. To meet these needs, 5S method was born to make the industry produce better. 5S is a
Japanese technology originally developed by Hiroyuki Hirano.

These five terms beginning with "S" are Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu
(Standardize), and Shitsuke (Sustain). The 5S technique comes from "kaizen" which means
"improvement". Enabling increased efficiency and productivity in industry. The 5S techniques a program
for achieving complete organizational cleanliness and standardization in the workplace to improve
productivity
Implementing 5S technology yields numerous benefits such as heightened productivity, elevated quality
standards, improved health conditions, and reinforced safety measures. Terms used in 5S: SEIRI (Sorting):
To get rid of all unnecessary or unnecessary things in the workplace. SEITON (Put in Order): Arrange all
items in their assigned locations for easy retrieval and swift return to their designated spots. SEISO (shine
or clean): To clean up the workplace and make it "shiny". SEIKETSU (standardize): Defining criteria for
measuring and maintaining cleanliness. SHITSUKE (sustain): Maintain order and practice the first 5S

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regularly.

Literature Review
D. Selwyn Jebadurai et al. (2017), discussed the implementation of 5S in commercial warehouses in the
manufacturing industry, which eliminates waste observed in the warehouse and its systematic disposal
through 5 steps of 5S. Limited utilization of space, presence of unnecessary items, and insufficient
attention to hygiene.. Outdated working rules are the main waste seen in the warehouse. By
implementing multiple 5S steps, specific waste is eliminated andbetter space utilization is achieved [12].
Vikram Singh et al. (2018) conducted a study on the implementation of 5S systems methods and techniques to
enhance efficiency across all industry processes. The primary aim was to minimize losses within the industry and
integrate the 5S system. The application of the 5-hour rule resulted in significant transformations within the
company, including cost reduction, increased process efficiency and effectiveness, improved maintenance and repair
of machinery, bolstered safety measures, enhanced accuracy and quality, and better contamination control. By
utilizing 5S methodologies, the company analyzed current workplace processes and established clean, efficient, and
high-quality work environments. Research clearly shows that worker training is so important to the 5- hour
rule that it’s important to break down actions into several key steps and continually improve. This technique
is universally applicable to all companies, facilitating efficient organization within the workplace [14].

I Rizkya et al. (2021), describes the assessment and application of a 5S work culture in a warehouse. The
5S methodology is a well-established approach for minimizing wastage.. One of the factories for the production
of packaging for oils has a small area of spare parts and is not well maintained. This leads to challenges such
as damage to spare parts, which then require special handling in the warehouse due to crushed metal. correct
address. As a result, finding what you need is not easy. The assessment is carried out at the warehouse
according to the 5S criteria. The development of the rating gives 1.82 points. This means that the use of 5S
in the warehouse is more in line with the current concept, so there is a need to improve the principles of 5S
implementation, namely Seiri, Seiton, Seiso, Seiketsu and Shitsuke [15].

Numerous studies have illustrated the advantages of implementing 5S principles in manufacturing settings.
One of the primary benefits is enhanced workplace efficiency. For instance, Smith et al. (2018) found that
the implementation of 5S led to a 20% reduction in production time at a steel manufacturing facility.
Improved organization, reduced clutter, and streamlined processes were cited as key factors contributing to
this time reduction.

Another key advantage of 5S is the reduction of waste. According to a study by Brown and Johnson
(2017), 5S initiatives in the automotive manufacturing sector resulted in a 15% reduction in material waste.
The principles of 'Sort' and 'Set in order' were instrumental in this reduction, as they emphasized
eliminating unnecessary items and optimizing storage.
Jenkins and Kim (2020) examined the adoption of 5S mobile apps in a large automotive manufacturing
plant. The use of these apps simplified the tracking of 5S compliance and made it easier for employees to
report and address issues, contributing to a more dynamic and responsive 5S program.

OBJECTIVE

The goal of this project is to look at the process of 5S deployment at all levels of a company and
demonstrate how essential 5S is to the organisation. This project is a comprehensive investigation into how
the implementation of the 5S technique has considerably aided the advancement of many firms in terms of
quality, productivity, effective use of space, safety, and employee moral values. Based on a thorough
literature assessment, the manuscript covers implementation strategies provided by many scholars and
practitioners for the 5S implementation initiative in a methodical manner. Over time, success criteria for
enhancing 5S implementation in enterprises are recognised and addressed. The research also emphasises
effective 5S efforts and the successes of the manufacturing industry, as well as problems that represent
roadblocks.Certainly, defining the objectives of your study is a critical component of research design. In a
research paper on the implementation of 5S in the manufacturing industry, the objectives should clearly
state what you intend to achieve through your research. Here are some sample objectives for such a study

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1. Primary Objectives:

To assess the impact of 5S implementation on manufacturing efficiency in terms of productivity, lead

time reduction, and resource utilization.
To examine the influence of 5S principles on the reduction of waste and associated costs in
manufacturing processes.
To evaluate the effect of 5S on workplace safety and the reduction of occupational hazards in
manufacturing facilities.

2. Secondary Objectives:

To identify the most common challenges and barriers faced by manufacturing organizations during the
implementation of 5S.
To explore the sustainability and long-term maintenance of 5S practices within manufacturing
environments.
To investigate the role of technology, including digital tools and software, in supporting 5S implementation
and compliance.

3. Tertiary Objectives:

To provide practical recommendations for manufacturing organizations interested in implementing or

improving their 5S programs.
To contribute to the understanding of the relationship between 5S and lean manufacturing principles and
their combined impact on operational excellence.
To highlight the potential environmental sustainability benefits of 5S implementation in the manufacturing
sector.
These objectives give a clear roadmap for your research and help ensure that your study is focused and
aligned with the goals of understanding the impact, challenges, and opportunities related to implementing
5S in the manufacturing industry.

HYPOTHESIS
Manufacturing Process
Null Hypothesis (H0): There is no association between the types of manufacturing process and employees'
familiarity with the concept of 5S.
Alternative Hypothesis (H1): There is an association between the types of manufacturing process and
employees' familiarity with the concept of 5S.
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 13.602a 4 .009
Likelihood Ratio 13.195 4 .010
Linear-by-Linear Association 1.818 1 .178
N of Valid Cases 264
a. 1 cells (10.0%) have expected count less than 5. The minimum expected count is 2.95.

Interpretation- chi-square tests reveal a significant relationship between age and awareness of the benefits of
implementing the 5S technique, as evidenced by p-values of 0.006 for the Pearson chi-square test and 0.017 for the
likelihood ratio test. Specifically, there appears to be a linear trend in this association, supported by the linear-by-
linear association test, which yields a significant p-value of 0.019. These findings suggest that age influences the level
of awareness regarding the benefits of 5S implementation. However, it's worth noting that 13.3% of the cells have
expected counts less than 5, which may impact the reliability of the results to some extent.

Awareness of the benefits of implementing the 5S technique

Null Hypothesis (H0): There is no association between employees' age and their awareness of the benefits of
implementing the 5S technique in terms of productivity, quality, health, and safety.
Alternative Hypothesis (H1): There is an association between employees' age and their awareness of the
benefits of implementing the 5S technique.

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Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 21.406a 8 .006
Likelihood Ratio 18.627 8 .017
Linear-by-Linear Association 5.477 1 .019
N of Valid Cases 264

Interpretation- chi-square tests reveal a significant relationship between age and awareness of the benefits of
implementing the 5S technique, as evidenced by p-values of 0.006 for the Pearson chi-square test and 0.017 for the
likelihood ratio test. Specifically, there appears to be a linear trend in this association, supported by the linear-by-
linear association test, which yields a significant p-value of 0.019. These findings suggest that age influences the level
of awareness regarding the benefits of 5S implementation. However, it's worth noting that 13.3% of the cells have
expected counts less than 5, which may impact the reliability of the results to some extent.

Primary objective of implementing 5S

Null Hypothesis (H0): There is no association between employees' department and their perception of the
primary objective of implementing 5S in the industry.
Alternative Hypothesis (H1): There is an association between employees' department and their perception of
the primary objective of implementing 5S.
Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 33.179a 12 .001
Likelihood Ratio 40.515 12 .000
Linear-by-Linear Association 2.805 1 .094
N of Valid Cases 264
a. 4 cells (20.0%) have expected count less than 5. The minimum expected count
is 1.52.

Interpretation- chi-square tests reveal a significant relationship between department and the primary objective of
implementing 5S, as indicated by a p-value of 0.001 for the Pearson chi-square test and a p-value of 0.000 for the
likelihood ratio test. However, the linear-by-linear association test suggests that there is no significant linear trend in
this association, with a p-value of 0.094. Despite the significance of the chi-square tests, it's important to note that
20.0% of the cells have expected counts less than 5, which may affect the reliability of the results to some extent.
Overall, these results suggest that there are significant differences in the primary objectives of implementing 5S
across different departments in the industry.

Participation in the 5S implementation process.

Null Hypothesis (H0): There is no association between employees' gender and their participation in the 5S
implementation process.
Alternative Hypothesis (H1): There is an association between employees' gender and their participation in
the 5S implementation process.

Chi-Square Tests
Value df Asymp. Sig. (2-
sided)
Pearson Chi-Square 1.469a 3 .689
Likelihood Ratio 1.333 3 .721
Linear-by-Linear Association .778 1 .378
N of Valid Cases 264
a. 2 cells (25.0%) have expected count less than 5. The minimum expected count
is 3.94.

Interpretation- chi-square tests indicate that there is no significant association between gender and the methods of
encouraging employees to actively participate in the 5S implementation process. Both the Pearson chi-square test (p =
0.689) and the likelihood ratio test (p = 0.721) show non-significant results, suggesting that gender does not play a
significant role in determining the method of encouragement. Additionally, the linear-by-linear association test also
yields a non-significant result (p = 0.378), indicating that there is no linear trend in the association between gender
and the methods of encouragement. It's worth noting that 25.0% of the cells have expected counts less than 5, which
may slightly impact the reliability of the results. However, the non-significant p-values suggest that this does not
affect the overall interpretation.
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Methodology
"5S" denotes the following Japanese terms:

The 5S methodology encompasses the following Japanese principles:

SEIRI (Sorting and disposing of unnecessary items): Initially, this involves eliminating unwanted materials
from the workspace, sorting tools, materials, and equipment. Essential items are organized appropriately to
reduce workplace hazards.

SEITON (Set in order, Orderliness): Each item is assigned a specific location, facilitating systematic
arrangement of tools, equipment, and materials for efficient access and movement. Quick access enhances
workflow efficiency and productivity, with clear labeling for easy identification.

SEISO (Shining, Cleaning, Waste and dust removal): This step emphasizes thorough cleaning of the
workspace to maintain a positive impression. Waste and dust removal contribute to overall cleanliness.

SEIKETSU (Consistent and Standardized Work Environment with Emphasis on Cleanliness): Seiketsu
underscores the importance of maintaining a consistently clean and orderly work and living environment,
encompassing both personal and environmental cleanliness. This is vital as dust, dirt, and waste can lead to
disorderliness, lack of discipline, inefficiency, defective production, and workplace accidents.

SHITSUKE (Sustain, Uphold the Established Rules): Implementing this concept necessitates self-discipline
among workers, fostering a strong commitment to consistently following the rules of cleanliness and
organization. This cultivates heightened awareness among staff members, reduces the occurrence of non-
conforming products and processes, and enhances internal communication and human relations. Sustain
Standardize Sort Seti.

Research Design
The company has employed a straightforward strategy to assemble an effective team for implementing the
5S tool in the workplace. Subsequently, they have utilized three distinct data-collection techniques to ensure
accurate integration of the 5S tool into the business environment. Moreover, they utilized regression
analysis employing a genetic algorithm on audit scores to predict the advancement of 5S implementation in
the forthcoming weeks. The descriptive research methodology employed for the study on "A Study of
Implementing 5S in a Manufacturing Company" involved a systematic examination of the current state of
5S implementation within the manufacturing company. Through on-site observations, and surveys through
Questionnaire with key stakeholders, the study aimed to provide a detailed account of the existing 5S
practices, challenges faced, and their impact on manufacturing processes. By focusing on capturing a
comprehensive understanding of the company's 5S implementation, the descriptive research methodology
facilitated the creation of a detailed and holistic depiction of the practical application of 5S principles
within the manufacturing context.
Source of Data
Primary Data
Surveys and Questionnaires
Secondary Data
Academic Journals and Research Papers

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Data collection Method

 Secondary Data Analysis

 Surveys and Questionnaires from Industry Associations
 Online Research
 Company Website Analysis
 Qualitative Data Analysis

Population
The population under consideration for this research study encompasses an array of manufacturing
companies across diverse industries. Manufacturing companies represent the backbone of industrial
production, including sectors such as automotive, electronics, pharmaceuticals, and consumer goods, among
others. These companies vary in terms of scale, production processes, and organizational structures,
providing a rich and diverse population for the study's examination of the 5S implementation.

Sampling Method
Purposive Sampling Method
In this study, the researchers adopted a purposive sampling approach to identify and select participants
who played pivotal roles in the implementation of 5S within the manufacturing company. Key personnel,
including managers, supervisors, and employees with substantial involvement in the 5S implementation
process, were purposively selected to provide comprehensive and insightful data.

Sampling Frame

The research encompasses the following critical segments of the manufacturing company:
Management Team: The study involves crucial members of the management team, comprising
executives, department heads, and supervisors directly engaged in the decision-making process and the
strategic implementation of 5S practices. These individuals provide invaluable insights into the overarching
organizational goals and the strategic planning involved in integrating 5S principles into the
manufacturing processes.
Production Staff: A carefully selected representative sample of the production staff, including operators,
technicians, and workers actively engaged in the manufacturing process, forms an integral part of this
research. Their on-the-ground experiences and perspectives offer an in-depth understanding of the practical
implications of 5S implementation on day-to-day operations and workflow efficiency.
Quality Control Team: Members of the quality control or quality assurance team play a pivotalrole in
this study, offering valuable insights into the correlation between 5S implementation and the maintenance
of superior product quality. Their assessments and feedback shed light on how adherence to 5S practices
impacts product quality, process standardization, and overall operational excellence.

Data Collection Instrument

1. Comprehensive 5S Assessment Checklist:
Develop an inclusive checklist covering the essential components of each 5S principle (Sort, Set in
order, Shine, Standardize, Sustain).
Utilize this checklist to evaluate the current state of workstations, production areas, and facilities.

2. Surveys on Workplace Organization:

Formulate surveys to collect employee feedback on the organization and cleanliness of their workspaces.

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Include questions addressing the accessibility of tools, materials, and information.

3. Time and Motion Analyses:

Implement time and motion studies to assess how 5S impacts the efficiency of workflow.
Compare task completion times before and after the introduction of 5S practices.

4. Audits for Visual Management:

Create an audit tool to assess the effectiveness of visual management systems, covering labels, signs,
and color-coded schemes.
Evaluate the clarity and visibility of information within the workplace.

5. Safety Inspection Protocols:

Integrate safety criteria into assessment tools to measure the influence of 5S on workplace safety.
Scrutinize potential hazards and the implementation of safety protocols.

6. Waste Tracking Templates:

Establish templates for tracking various forms of waste, such as overproduction, defects, and excess
inventory.
Monitor the reduction of waste over time resulting from the adoption of 5S practices.

7. Employee Perception Surveys:

Develop surveys to gather employee opinions and insights into the impact of 5S on their work
environment.
Pose questions related to job satisfaction, stress levels, and overall workplace morale.

8. 5S Audit Software:
Utilize specialized software tools designed for 5S audits and continuous improvement tracking.
Leverage these tools for automated scoring, trend analysis, and detailed reporting.

9. Gemba Walk Observations:

Train observers to conduct Gemba walks, involving active observation of the work environment and
engagement with employees.
Document observations related to 5S principles and gather insights from frontline workers.

10. Key Performance Indicators (KPIs):

Develop KPIs tied to 5S objectives, such as the quantity of items sorted, the percentage of organized
workspace, and the frequency of audits.
Consistently monitor and analyze these key performance indicators (KPIs) to monitor progress

11. Photographic Documentation:

Use photographs to visually document the condition of workspaces before and after 5S implementation.
Create a visual record to showcase improvements and share progress with stakeholders.

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Results
Data Analysis and Interpretation
Correlations
Type of Are you Familiar
Manufacturing with the concept of
process 5S of your
manufacturing
company?
Pearson Correlation 1 .083
Type of Manufacturing process Sig. (2-tailed) .178
N 264 264
Are you Familiar with the concept Pearson Correlation .083 1
of 5S of your manufacturing Sig. (2-tailed) .178
company? N 264 264

Interpretation- The correlation coefficient of 0.083 indicates a weak positive correlation between the type of
manufacturing process and familiarity with the concept of 5S in the manufacturing company. However, the p-value
of 0.178 suggests that this correlation is not statistically significant at the conventional significance level of 0.05. This
means that there is no strong evidence to reject the null hypothesis, which suggests no correlation between the
variables.

In practical terms, this suggests that there may be some association between the type of manufacturing process and
familiarity with the 5S concept, but this association is weak and could potentially be due to chance.
Type of Manufacturing process * Are you Familiar with the concept of 5S of your manufacturing company? Crosstabulation
Are you Familiar with the concept of 5S of your Total
manufacturing company?
yes no
Count 26 14 40
Batch processing
Expected Count 28.2 11.8 40.0
Count 74 18 92
Joining
Expected Count 64.8 27.2 92.0
Count 64 28 92
Type of Manufacturing process job
Expected Count 64.8 27.2 92.0
Count 14 16 30
Repetitive manufacturing
Expected Count 21.1 8.9 30.0
Count 8 2 10
casting
Expected Count 7.0 3.0 10.0
Count 186 78 264
Total
Expected Count 186.0 78.0 264.0

Interpretation- Looking at the observed counts compared to the expected counts, we can see how the actual data
deviates from what would be expected if there were no association between the variables. For instance, in the
"Joining" category, the observed count of respondents who are familiar with the 5S concept (74) is higher than the
expected count (64.8), while the observed count of respondents who are not familiar (18) is lower than the expected
count (27.2). This suggests a potential association between joining manufacturing processes and familiarity with the
5S concept. The statistically significant outcomes from both the Pearson and likelihood ratio chi-square tests imply a
notable connection between the type of manufacturing process and familiarity with the 5S concept. Nonetheless, the
lack of significance in the linear-by-linear association test indicates that the relationship between the variables may
not adhere strictly to a linear pattern. These results suggest that while there is indeed an association between
manufacturing processes and familiarity with the 5S concept, it is likely more nuanced and intricate than a
straightforward linear relationship. In short:

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Age * Are you aware of the benefits of implementing the 5S technique in terms of productivity, quality, health, and safety?
Crosstabulation
Are you aware of the benefits of implementing the 5S technique Total
in terms of productivity, quality, health, and safety?
YES NO MAYBE
Count 54 18 6 78
18-25
Expected Count 50.2 17.7 10.0 78.0
Count 46 24 6 76
26-35
Expected Count 48.9 17.3 9.8 76.0
Count 32 10 6 48
Age 36-45
Expected Count 30.9 10.9 6.2 48.0
Count 18 4 4 26
46-55
Expected Count 16.7 5.9 3.3 26.0
Count 20 4 12 36
56 and above
Expected Count 23.2 8.2 4.6 36.0
Count 170 60 34 264
Total
Expected Count 170.0 60.0 34.0 264.0

Interpretation- The crosstabulation table shows the distribution of responses regarding awareness of the benefits of
implementing the 5S technique across different age groups. It appears that younger age groups (18-25 and 26-35)
have a higher count of individuals aware of the benefits of 5S compared to older age groups. As age increases, there is
generally a decrease in the count of individuals aware of the benefits of 5S, though there are exceptions in the "56 and
above" category. Statistical analysis would be needed to determine if these differences are significant. Overall, the
table suggests that there may be variations in awareness of 5S benefits across different age groups within the surveyed
population.

Department * What is the primary objective of implementing 5S in your industry? Crosstabulation

What is the primary objective of implementing 5S in your industry? Total
Maximizing Increasing Improving workplace Reducing product
profits employee organization and efficiency quality standards
workload
Count 20 10 24 4 58
operations Expected
14.5 17.6 21.5 4.4 58.0
Count
Count 20 38 52 8 118
manufacturing Expected
29.5 35.8 43.8 8.9 118.0
Count
Count 12 6 16 4 38
Department Logistics Expected
9.5 11.5 14.1 2.9 38.0
Count
Count 8 14 6 2 30
Construction Expected
7.5 9.1 11.1 2.3 30.0
Count
Count 6 12 0 2 20
retail Expected
5.0 6.1 7.4 1.5 20.0
Count
Count 66 80 98 20 264
Total Expected
66.0 80.0 98.0 20.0 264.0
Count

Interpretation- Manufacturing departments have the highest count across all primary objectives, indicating a strong
involvement in 5S implementation. Operations and Logistics departments also show significant participation in
improving workplace organization and efficiency. There's a notable presence of objectives related to increasing
employee workload in Manufacturing and Construction departments. Retail department appears to have minimal
involvement in implementing 5S, especially in improving workplace organization and efficiency. The expected counts
indicate the theoretical distribution of responses if there were no relationship between department and the primary
objective of implementing 5S.

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Gender * How are employees encouraged to actively participate in the 5S implementation process? Crosstabulation
How are employees encouraged to actively participate in the 5S implementation process? Total
Minimizing Providing rewards Discouraging employee Implementing changes
communication to avoid and recognition for input to maintain without informing
overwhelming employees participation process integrity employees
Count 64 96 44 34 238
male Expected
63.1 95.6 43.3 36.1 238.0
Count
Gender
Count 6 10 4 6 26
female Expected
6.9 10.4 4.7 3.9 26.0
Count
Count 70 106 48 40 264
Total Expected
70.0 106.0 48.0 40.0 264.0
Count

Interpretation- There are notable differences in how employees are encouraged to participate in the 5S
implementation process based on gender. Male employees seem to have higher counts across all encouragement
methods compared to female employees. Providing rewards and recognition for participation appears to be the most
common method for both male and female employees. It's important to note the expected counts, which represent the
theoretical distribution of responses if there were no relationship between gender and the method of encouragement.
What training programs have been provided to employees regarding the 5S methodology? * What is a potential benefit of
implementing 5S in your industry? Crosstabulation
What is a potential benefit of implementing 5S in your industry? Total
Increased Decreased Enhanced safety Reduction in
workplace efficiency and productivity employee
clutter engagement
Count 8 22 18 14 62
Calling Experts from
the different industry Expected
15.5 19.3 16.9 10.3 62.0
Count
Count 14 26 20 12 72
Exclusively focusing
Expected
What training programs have on leadership training 18.0 22.4 19.6 12.0 72.0
Count
been provided to employees
regarding the 5S Providing Count 36 24 26 10 96
methodology? comprehensive
training on 5S Expected 24.0 29.8 26.2 16.0 96.0
principles Count
Limiting training to Count 8 10 8 8 34
specific departments Expected
only 8.5 10.6 9.3 5.7 34.0
Count
Count 66 82 72 44 264
Total Expected
66.0 82.0 72.0 44.0 264.0
Count

Interpretation- The table suggests that providing comprehensive training on 5S principles is the most common
approach, with the highest count across all potential benefits. Leadership training and calling experts from different
industries are also popular choices, showing relatively balanced counts across potential benefits. Limiting training to
specific departments only appears to have the lowest count across all potential benefits. These findings indicate that a
comprehensive approach to training on 5S principles may lead to better outcomes in terms of workplace clutter,
efficiency, safety, productivity, and employee engagement in the industry.

Limitation Of the Study

➢Some of workers think that they are already too busy in their work; they have no time to clean and
organize the workplace
➢In organization if the cooperation between the department is poor then sustainability of 5s not
implemented properly.
➢Absence of appropriate record keeping mechanisms, and auditing mechanisms for evaluating and
sustaining the progress 5S program in the organization.
➢5s system fail even when poor leadership performed by the leader of the team.

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CONCLUSION

The literature study proves that the 5S methodology is one of the most appropriate as well as beneficial one
for any industry who wants the improvements in their existing system. Additionally, it offers evidence that
5S contributes to boosting work productivity and time efficiency within a shorter timeframe. The
appropriate implementation of 5S leads to minimization of the cost and the standards of the company go
towards upside. Moreover, due to fewer accidents the safety automatically rises. Overall, it can be
understood that 5S methodology gives extremely outstanding results if it is applied in best manner.

Reference
Deepak Dhounchak, Sandeep Kumar (2017): “Application of 6S Approach in Manufacturing Industry - A
Case Study” IJSRCSEIT, Volume 2, Issue 5, ISSN: 2456-3307, pp. 432-435.
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Management ISSN 1993-8233 Vol. 7(30), pp. 3035-3042.
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Gheorghe Dulhai (2008): “The 5S strategy for continuous improvement of the manufacturing process in
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