Lean Thinking is a philosophy of “No Waste.” It calls for a hundred small improvements every day rather than a major overhaul once a year. It is a concept based on making systemwide improvements to bring your customer greater product or service value. (See “Lean Thinking in the Compressed Gas Industry,” CryoGas, March 2006, p. 18.)
One of the tools at the very foundation of Lean Thinking is 5S Workplace Organization—a methodology for organizing, cleaning, developing, and sustaining a productive workplace environment. It represents a fundamental change in the attitude toward the workplace.
Recognizing that we spend a considerable portion of our lives on the job, our work environment should be clean and well organized to maximize productivity and as a matter of personal pride, according to the tenants of 5S. And there are many other reasons to implement 5S. For example, work areas that are systematically kept clean and organized are safer. Safety and the elimination of unsafe work conditions are dispersed throughout 5S. While 5S serves as a foundation on which to build safety, the reverse is also true: safety is a foundation on which you can build 5S. Both enable companies to make real and lasting cultural changes that lead to lean systems, improved productivity, and profits.
5S is not another project. It is a tool or system that supports a philosophy of operating. That philosophy includes: discipline, efficiency, and attention to detail. Professionals who are very good at what they do are generally paying close attention to details and leaving nothing to chance.
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