The 5S of Kaizen — The Ultimate Guide

The 5S of Kaizen comes under the umbrella of lean management aimed to eliminate waste within manufacturing operations. However, what is it and how can it be applied in procurement?

For this article, we are going to discuss what Kaizen is and the 5s that are under it. Additionally, we are going to tell you how it can be applied in procurement. Furthermore, we are going to show you the benefits of Kaizen.

Once you are done reading this article, you will have an in-depth knowledge of Kaizen, enabling you to promote continuous improvements in your operations. So let us start diving into the world of Kaizen.

What is Kaizen?

Kaizen is a Japanese management philosophy that focuses on continuous improvement. The term “Kaizen” is a Japanese word that originated from two components: “kai” meaning “change” and “zen” meaning “good” or “for the better.” Combined, they form the concept of “continuous improvement” or “change for the better.”  It focuses on making things better by improving quality, getting rid of waste, and making processes more efficient. Kaizen involves enhancing both equipment and work procedures.

Let’s trace back the roots of Kaizen. After World War II, Japan struggled to rebuild its economy and industries. That’s when the philosophy called “Kaizen” came into the picture.

Kaizen was shaped by influential figures like W. Edwards Deming, an American expert in quality management. In the 1950s, Deming introduced statistical process control methods to Japan, emphasizing the importance of quality and continuous improvement. His ideas greatly influenced the development of Kaizen.

Toyota, the car company, was one of the first to adopt Kaizen. Toyota loved the philosophy and integrated it into its production system, which eventually became known as the Toyota Production System or Lean Manufacturing.

Additionally, a Japanese consultant named Masaaki Imai took Kaizen’s core principles and made them even more popular through his book “Kaizen: The Key to Japan’s Competitive Success” published in 1986. Imai emphasized the importance of small, incremental improvements made by everyone within an organization, rather than relying on large, radical changes

Soon enough, Kaizen started spreading worldwide and got adopted by different industries like healthcare, services, and software development. It became a go-to approach for organizations aiming for continuous improvement, waste reduction, and increased efficiency.

Nowadays, Kaizen still continues to be an important part of lean management, helping businesses achieve their goals by constantly getting better and eliminating waste.

The 5S of Kaizen

The 5S methodology in Kaizen is based on the initial letters of five Japanese words: Seiri (Sort), Seiton (Straighten), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain). This approach was originally developed to improve efficiency by organizing operations and workspaces.  Let’s explore the meaning and purpose of each of these Japanese words that form the 5S.

1. Seiri (Sort)

During the initial stage of the 5S methodology, the primary objective is to eliminate unnecessary items from the workspace. This step involves distinguishing between essential and non-essential items and removing those deemed unnecessary.

For example,  the procurement team looks at their office supplies and finds some outdated technology accessories and too many stationery items that they rarely use. They sort through these items and choose what to keep, omit, or repurpose. This helps them free up storage space and save money by reducing unnecessary inventory.

2. Seiton (Straighten)

In this stage of the 5S methodology, you organize tools and equipment in a way that makes them easy to find and use. The goal is to ensure that necessary items are easily accessible, so you don’t waste time searching for them. By implementing this part of 5S, you prioritize efficiency and prevent unnecessary delays during setup.

The concept of FIFO (First In First Out) is relevant here, where you prioritize using items based on their arrival order. This helps to maintain a smooth workflow and makes tasks easier.

3. Seiso (Shine)

In this stage of the 5S methodology, regular cleaning of the workspace is emphasized. This could involve cleaning work surfaces, equipment, and machinery daily. Keeping the workspace clean ensures that equipment functions properly and lasts longer, reducing the need for repairs or replacements.

For instance, in a manufacturing facility, workers may clean production areas at the end of each shift to remove any debris, dust, or waste materials, contributing to the overall maintenance and longevity of the equipment.

4. Seiketsu (Standardize)

In this part of the 5S methodology, it’s essential to have consistent and standardized work practices in place. For example, in a customer service department, all employees should have identical workstations equipped with the same tools, such as computers, phones, and relevant software.

The tools and their locations should be consistent across all workstations, allowing any employee to easily navigate and perform their responsibilities, regardless of the specific station they are assigned to.

5. Shitsuke (Sustain)

In the final stage of the 5S methodology, Shitsuke or Sustain, the focus is on keeping up with the improvements made. For example, in a warehouse, it involves regularly maintaining organized storage areas, ensuring items are properly labeled, and encouraging employees to follow the established practices for item placement and retrieval.

By consistently upholding these standards and regularly reinforcing the importance of a tidy and efficient workspace, the benefits of the 5S methodology can be maintained and continued over the long term.