Why are 5S implementations hard to sustain?

5S implementations are not always easy to sustain through time. Read these common myths to check how your company is doing.

Working with different companies, I have noted that some of them have “tried” to implement 5S in the past, luckily this is their second or third time. Some tried on their own, some hired consultants, but for some reason, even when they thought it was the right tool to use, the tool was not sustained through time.

This trend was common even across different countries and cultures, why is this so?

Usually, the common approach is to see 5S like an easy task to check on our to-do list, like a simple tool to label and organize.

5S is actually a method to achieve deep cultural change. Implemented in a disciplined way, can be used to achieve, not only visual changes in the workplace, organization and cleanliness, but also real behavioral changes, which are long lasting and applicable to other processes.

What is cultural change?

What is culture? Culture simply said, is what people do when nobody is looking.  And the cultural change would be a change in that behavior, the adherence to new habits in people’s daily routines. A clear example would be a culture of fear when people are afraid of saying what they really think, they end up saying bad things on the back. A cultural change after 5S implementation would be to openly discuss problems and find out the root cause as a team.

RECOMMENDED TRAINING: 5S Methodology

The first thing I would say is that cultural change is hard, and it takes time. That’s why, it is particularly difficult to say you failed in the implementation, maybe the organization just flipped the page too quickly. Cultural change takes at least two years to be considered sustained. And it never ends.

How can you be sure the change is sustained? The first signs are:

• contractors, suppliers and customers visiting the facility are surprised, they note the change and talk about it.
• Employees are proud of the change and want to showcase their progress
• Employees want to keep learning about it and ask when is the next class
• Changes are pretty stable, the previous workplace organization is way behind

If this is not happening, your change may have not stuck yet. If this is the case, check the following list to ensure you are on the right path to success, it may be just a matter of time and discipline.

4 Commons myths

#1 “It is just another tool.”

It is not just a tool, 5S is a method for cultural change. When 5S is only considered as a tool, like using a nice label or making machines look nice in front of a visitor, I don’t call it a 5s mindset or cultural change, it quickly drains through time when another tool is taught. 5S is a method to allow for cultural change, it must be engrained in everybody’s behavior. Everywhere in the company needs to be trained. It is applied in the warehouse, the lines or the mills, offices, restrooms, meeting rooms and common areas. Employees need to be trained to think in a different way, to focus on reducing and even eliminating dirt instead of just focusing on cleaning dirt.

#2 “I don’t have time to do 5S”

We don’t stop working to do 5S, we do 5S while we work. 5S is practiced when we use a tool, and store it back right after using it. We practice 5S when we run out of inventory, and immediately refill based on the visual system designed. When we clean after we messed-up, we don’t wait for the cleaning staff to do it for us. We practice 5S when we realize a standard is not right, and we change it or communicate our concern. There are many habits that we incorporate when we do 5S, of course, they all depend on the company or the place where you implement it, even at home! We practice 5S when we define a specific place to store everything we care about, and everybody knows about it.

#3 “5S is for the front-line workers”

Yes, 5S is implemented by the front-line workers, by the admins, by the leaders, by the contractors. Everyone should be onboard. But especially top management. They need to be involved from the very beginning to provide guidance, provide resources, prioritize, ensure follow-up, show the vision and be the example. Their desks should be the cleanest and most organized. Management needs to ensure there is enough time for training and for implementing the methodology onsite. Many employees say that leaders would not allow time for them to clean or organize if that means stopping production. So that could be only an employee perception or could mean that there is a real focus on productivity. Which leads me to the next myth.

#4 “We can’t focus on 5S now, productivity is our priority.”

I agree training schedules will be adjusted based on the operation’s needs, and stopping to receive training has a cost. So the productivity issue can come into place during training sessions, but not during real-time operations. 5S is actually a way to stay more productive. It helps reduce wasted time, wasted inventory and other resources. It also reduces mistakes as people learn to eliminate distractions and be more focused on the current task. Problems are detected more easily and earlier in the process, reducing re-work, mistakes and customer complaints. Machines and equipment last longer and it is maintained preventively. 

5S starts at the top, and it is sustained at the bottom. The key to sustain 5S is actually to be able to work in teams, top and bottom altogether. Everyone working as a system, with respect, asking questions and sharing information, and empowering each and every role. That’s why we always recommend starting 5S training with a we culture talk.

RECOMMENDED TRAINING: The We Care leadership

Do you want to learn more about 5s? Subscribe to our blog or contact us for any questions. All the best!!

We will be presenting a successful 5S implementation on the Inspection Conference for the American Society of Quality. Register here!

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