5s a quality improvement tool for sustainable performance: literature review and directions

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(1991) mentions that 5S is a baseline for TQM, since the 5S concept builds an essential 
environment for successful TQM implementation in the organization. It is the starting point of a 
TQM program and it should integrate with TQM training policy (Ho et al., 1995; Ho, 1999). 5S 
based TQM program is executable for achieving the right direction of development and build a 
better life for every employee of the organization (Withanachchi et al., 2007). It has been proved 
from the survey report of 161 UK companies running under manufacturing and services sectors 
that there is a strong correlation between 5S and TQM (Ho et al., 1995). 5S is a capital driver for 
the success and base for applying TQM philosophy in the organization, since it helps in 
developing and maintaining the quality environment for achieving TQM (Ho, 1999a, b; Osada, 
1991).
Pheng (2001) has integrated the ISO9001: 2000 and 5S in order to move the steps 
towards the development of total quality management. Corbett and Rastrik (2000) have 
concluded that 5S has the straight forward steps for developing the ingredients of business 
success and total quality improvement. 5S and preventive maintenance are the first stage out of 
three stages for implementation of TQM, TPM and JIT (Teeravaraprug et al., 2011). Ishijima 
(2011) has concluded that synonymous implementation of 5S and Kaizen approaches in national 
rollout in Tanzania has led to implementation of TQM approach in the organizations (Figure 4). 
Figure 4 Relationship of 5S and Kaizen with TQM 

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