Figure 5 Linkage of 5S with other quality tools

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the significant objectives of the organization (Miki, 1995). It is notable that with the evolution of 
5S from 1945 to 1998, there is a decrease in frequent hindrances to work flow and with addition 
of 6S, standing for ‘safety’, decreases the industrial accidents and injuries (JISHA, 1999).
5S is program which develops self-pride, regard for others, and team working among the 
employees by solving the organization growth problems with collective effort. It also develops a 
sense of utilization and systematic organization for the efficient results from the workplace and 
act as key for the survival of the company in the competitive world (Mendes-de-Toledo and 
Andde-Farias-Filho, 2001). A lean material supply chain can be kept in a position with the help 
of 5S (Bullington, 2003).
The literature of 5S methodologies has been reviewed thoroughly and it has been 
presented and discussed below. 
Mintzberg (1980) has suggested that effective organization requires a typology of five 
basic configurations namely: simple structure, machine bureaucracy, professional bureaucracy, 
divisionalized form and flexibility. The elements of organizational structuring should include: (i) 
five basic parts of organization (the operating core, strategic apex, middle line, techno structure 
and support staff), (ii) five mechanism of cooperation, and (iii) design parameters and 
contingency factors (age, size, environment). 
Suehiro (1981) has stated that only first 3 principles of 5S were mostly utilized earlier in 
Japanese companies and received lot of significance. The foundation of 5S was developed later 
by Takashi Osada in 1989-1991s. 
Osada (1991) introduced the framework of 5S concept for the development of 
organizations. Osada concluded that implementation of 5S can bring drastic improvements in the 
organizations. 5S reduces the wastage, unplanned downtime, inventories and brings overall 
improvement in quality, production and finance. 
Suzuki (1992) has suggested that relationship between 5S and autonomy is complex. He 
examined that autonomy can be enhanced by the implementation of 5S; vice versa the practice of 
5S can be enhanced by high level of autonomy. Their meanings are similar to each other with 
common outcome. The author also added that 5S facilitates the development of an integrated 
management system. 
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Ho et al. (1995) have validated the enhanced achievement of total quality management in 
the organizations of UK and Japan. Their investigation proved that the implementation of 5S 
brought significant results in the 3000 organizations of UK and 200 of Japan. 
Ho and Cicmil (1996) have reported that Wellex Corporation, USA has witnessed 
productivity improvement exceeding 26 per cent, with turnover exceeding from US$13.5 million 
to US$23 million within two years of holistic 5S implementation. 
Hirano (1996) has advocated that environment in good companies always contribute 
towards progress or growth by identifying the problems without any delays, as compared to 
inefficient companies. They can achieve this environment through effective deployment of 5S 
principles. The author concluded that it is an essential element for the survival of business. It 
significantly helps in running all the activities of organization in smooth way. 
Ho (1997) has reviewed the reasons of having 5S technique in Japanese industries. He 
concluded that 5S practice was essential because it help to make the life of everyone good in 
organization. It was implemented successfully with help of top management commitment, 
promotional campaign, training of 5S, evaluation of the results and keeping of records. 
Devadasan et al. (1999) have identified both tangible and intangible expenses utilized in 
organizing the 5S program, to depict its performance through financial accounting statements. 
The authors concluded that tangible expenses are difficult to account and increased over time. 
The tangible expenses generally included of meeting rooms, stationary for preparing reports, 
projectors for presentation, expense for rewards or prizes, refreshments. While the intangible 
expenses comprised of usage of service hour, loss of production and physical disturbance, but the 
intangible expenses of 5S program helped in bringing motivation, dedication, positive attitude, 
innovative ideas, discipline, team spirit, enthusiasm and quality of work life among the 
employees of the organization. 
Ho (1999c) has studied the number of achievements gained by 5S in various sectors of 
organizations in Hong Kong. At C&K Systems Ltd. (security systems manufacturer), 5S has 
facilitated realization of the best quality of product with cheerful environment and reduce the 
staff turnover rate in the plant. At central textile limited, it yielded tremendous results in cleaning 
and tiding with continuous improvement in quality. At CKFC construction Ltd., 5S settled down 
the problems of quality and delivery requirements to the clients. At Computer Products Asia Ltd. 
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(manufacturer of computer power supplies) 5S built the base foundation for JIT and TQM in the 
company. It contributed to productivity improvement including quality, cost, delivery, safety and 
morale. At Communication Services Ltd. (subsidiary of the Hong Kong Telecom Ltd), 5S helped 
in providing best services facility to their customers. At Elec & Eltek Ltd. (printed circuit board 
manufacturer) 5S resulted in development of improved communication and team spirit among 
the employees. 
Ho (1999a) has suggested that 5S is the well-recognized technique in Japanese industries 
for improving environment as well as key for developing quality and productivity. He concluded 
that it is first step towards total quality management. In same year Ho (1999c) has developed 
world first 5S audit checklist which was easily accepted by the industries.
Eocha (2000) has discussed a case study at Cooke Brothers Ltd. in Walsall, UK. He 
concluded that practice of 5S helped the company to achieving the environmental, health and 
safety standards. It easily satisfied the requirements of ISO14001 standards along with improved 
housekeeping. It reduced the wastage of water, oil and energy in the company.
Skinner (2001) has investigated that 5S program in the organization greatly reduced 93% 
of motion and searching wastage or transportation wastage in the organization along with 
enhancement of space utilization by 42%. 
Nwabueze (2001) has examined that successful implementation of 5S/TQM in an 
organization needs a leadership of senior management. He attempted to describe the essential 
leadership requirement for 5S/TQM. On the basis of his analysis, the requirements for the model 
of leadership are planning, organization commanding and controlling.
Ashok and Santhakumar (2002) have discussed that there is scope for quality 
improvement in the organization even after the successful deployment of ISO standards because 
there exists some gap in employee’s actions adhering to ISO standards. The authors utilized 
Neuro Linguistic Programming (NLP) with 5S and KAIZEN to help the TQM in the 
organizations, 5S and Kaizen have been considered to be lateral thinking tools which increase 
the efficiency of individual to take effective decision in order to further improve the productivity 
and quality at the workplace.
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Warwood and Knowles (2004) have surveyed on the use of 5S practice in the 
organization at U.K. The survey was conducted in the form questionnaire which was followed by 
series of semi structured interviews. The researchers revealed that 5S practice closely matches 
the principles provided by theory and any differences in the implementation of 5S can be 
attributed mainly to the maturity of the 5S program. The study concluded that 5S can be 
effectively employed in manufacturing as well as non-manufacturing organizations. 
Albert (2003) has researched that 5S implementation at Merritt tool company in USA 
significantly improved its growth by cutting down its setup time, removal of wastages and 
increase in profits. 
Ho (2006) has observed that 5S is a management philosophy for improving the working 
environment. 5S constitutes the key of quality and productivity improvement in the companies 
and the starting point of TQM. Whereas six sigma is an approach of a management science 
because it is method of measurement, analysis and improvement, and is included in process 
management models. He concluded that both the techniques play significant role to analyze the 
root cause of failure of improvement in companies and focus on remedial action. 
Patten (2006) has explained that 5S is a philosophy which reshapes the general thinking 
about workplace management and provides a foundation for affecting significant improvements 
at workplace. It changes the approach of the employee towards their work, workplaces and 
significantly enhances communication among departments. Patten further added that 5S 
initiatives are much more than just the cleanup. 
Mukundan and Rao (2006) have investigated the role of 5S to achieve TQM and TPM 
implementation by conducting two case studies at Hindustan lever and SRF limited. The study 
reported that many Indian companies take TQM/TPM initiatives improvement of production. 
The study revealed that 5S constitute the base foundation for TQM and TPM initiatives and 
contribute significantly in the development of culture and human values in the organization. 
Hindustan lever (FMCG-UniLever Company) utilized the 5S technique in order to obtain the 
goal of TQM/TPM in the company for significant improvement in production and quality. 
Parrie (2007), Islam and Mustapha (2008), Kaluarachchi (2009), Fotopoulus and Psomas 
(2010) have explained that critical factors such as management commitment or support, total 
employee involvement, education, motivation toward improvement and training play a 
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significant role for successful implementation of 5S in any organization, whether government 
sector or private sector. They suggested that without these essential factors, it is not possible to 
sustain and practice of 5S principles in the organization. 
Withanachachi et al. (2007) have investigated the performance enhancement through 5S 
based TQM program at public hospital. To access the performance and identify the changes in 
organization, balance score card and value chain analysis have been deployed. The results have 
revealed that 5S based TQM program has played a significant role to set the mission of hospital 
in right direction to achieve the quality, improvement and increase of social responsibility. The 
study highlighted that effective leadership, teamwork, training and monitoring can facilitate 
smooth implementation of such management development programs. 
Kobayashi et al. (2008) have investigated the contributions of Japanese 5S concept for 
realizing business superiority in Japan, U.K and U.S.A. They researched that in Japan, 5S 
technique means application of life wisdom to business situations and is adopted and accepted as 
a philosophy of life. While in western countries like UK and USA, 5S is directly related to work 
concept only and is adopted as technique or tool. The authors suggested that there should be 
balanced understanding of 5S as philosophy and as technique in order to bring achievement in 
solving problems at workplace and process of organization. 
Meng Bo (2008) has observed that 5S is a basis of lean production, but it has failed to 
realize the original targets. He has highlighted critical mistakes committed by Chinese 
companies, while implementing 5S culture. The key shortcomings of Chinese manufacturing 
companies for poor performance of 5S initiatives included: lack of leadership, lack of employee 
involvement, and wrong perception that it is only clean up concept. The author suggested that in 
order to make 5S as culture there should be creation of 5S committee, implementation plan, and 
audit program. The whole process needed management support, employee involvement, record 
and report of 5S activity.
Pranckevicius et al. (2008) have utilized the Japanese 5S technique during the 
improvement phase of DMAIC model in order to bring significant improvements in the 
manufacturing process. The manufacturing company faced thickness variation problems in 
plastic film during thermoforming process which resulted into increased of cycle time and return 
of the products. The application of lean six sigma method have been introduced to effectively 
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tackle the problems efficiently. The company realized annual benefits of $100000 on raw 
materials and elimination of departmental conflicts through mere deployment of $1500 on paint, 
tags and barcoding of inventory system. 
Kaluarachchi (2009) has examined the efforts of TQM implementation in the public 
hospitals of Sri Lanka besides seeking cultural transformation. He has observed that 5S based 
TQM activities have resulted in affecting significant changes in cultural values. The author also 
highlighted that democratic leadership values of CEO was not only tightened up selected cultural 
values, but also changed the mindset of employees toward TQM implementation. The author 
concluded that CEO of companies were able to alter the culture of hospitals from non-integral to 
an integral in order to achieve successful implementation of 5S based TQM activities. 
Khanna (2009) has studied the position of TQM, quality tools and 5S initiatives in Indian 
organizations with a correlation between three different sizes of organization. The study 
emphasized that 5S has been envisaged as the primary driver for the success of TQM in any 
organization He added that only 43% of Indian organization were using 5S tool which was base 
foundation of TQM philosophy and that was the reason of low rank in competitive 
manufacturing world. He reported that 5S tool was most precious tool to understand and 
implement in the Indian organization and act as a supreme element responsible for the 
development of Indian organizations. The high performance of organizations regarding 5S 
initiatives in large organization have shown higher success of organizations for succeeding in 
TQM endeavors as compared to medium and small organization. Further high 5S index in large 
organization has resulted in high TQM index in comparison to medium and small organizations. 
Korkut et al. (2009) have stated that 5S covered the deficiency of total productive 
maintenance in the company. It had very good impact on the quality, maintenance, safety, 
efficiency of process, workers and machines. 5S is main pilot department for the successful 
running of the company. He concluded that a clean working environment with good work 
efficiency is obtained when the 5S activities are applied before the presence of TPM in the 
company. 5S facilitates mitigation of work accident incidents with the successful practices in 
training and discipline issues. 5S is method of achieving the requirement of the standardization 
and continuation of overall improvement. 
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Ravikumar et al. (2009) have focused on the behavior of an organization that must 
exhibit for sustained adoption of lean manufacturing principles through 5S initiatives. 5S 
initiatives consistently facilitate improvements in physical setting of work, thereby affecting 
reduction in the non-value added wastages and efficiently manages in-process inventory in order 
to obtain conducive, motivating and productive work environment. The authors concluded that 
5S is the foundation for various lean manufacturing initiatives like TPM, cellular manufacturing, 
JIT, six sigma. 
Salunkhe et al. (2009) have conducted a study to reduce the searching time of spare parts 
and level of inventory management in the organization. They have utilized the different 
techniques like 5S, Kanban system and Kaizen to tackle the problems. The authors concluded 
that integration of 5S, Kanban system and Kaizen facilitated the manufacturing organizations to 
control the inventory problems and reduce the searching time of spare parts. The techniques 
efficiently managed the spare parts, control inventory at optimum level and provide easy access 
of spare parts. 
Gajdzik (2009) has reported that 5S implementation by Arcelor Mittal, the biggest steel 
company in Poland, as a basis of TPM initiative, has resulted in increased work efficiency up to 
150%, reduced breakdown by 90%, dropped down the number of accidents at work and reduced 
the production cost by 30 %. 
Ablanedo-Rosas et al. (2010) have observed that manufacturing organizations are 
consistently faced with the issues of increasing customer demands, cost competitiveness and 
quality requirements for products due to rapid transformations in global market. The 5S 
technique plays significant role in order to solve the issues successfully for the development of 
the companies. The author concluded that 5S technique needs strong commitment from the top 
management for its successful running and fruitful results. To measure and evaluate the 5S 
implementation, effort should be performed in order to see the change in quality and production 
of the companies. 
Chishty (2010) has presented a case study of U.K car dealership Colliers Nissan where 
5S technique brought a remarkable change in the company. The 5S technique renovated the 
image of the company efficiency, profitability of both workshop and sales department. The 5S 
project significantly improved the company overall efficiency by 20%, productivity by 13%, use 
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of workshop by 10% and labor sold per repair by 25%. The study highlighted that 5S initiatives 
provided significant opportunities for efficiency improvements in both servicing and repair at 
various Nissan dealerships. 
Liyanage et al. (2010) have identified the critical factors responsible for the sustainability 
of 5S in the organization. They suggested that leadership and commitment from the all level of 
employees are the two vital factors. The leadership style included a high level of both task and 
people orientation style in order to build durability of 5S in the organization for uplifting the 
quality and personal lives. 
Rahman et al. (2010) have suggested 5S approach to identify the potentials level of 
quality improvement and analyzed their ability and weakness. The authors emphasized on 
conducting 5S audit for enabling the organizations to identify the potential level of quality 
improvement and at the same time can analyze their ability and weakness of each division in the 
company. The results represent that 5S practice gave excellent performance of in the companies. 
They concluded that 5S technique can bring the overall improvement in housekeeping, 
environmental performance, health and safety standards at the workplace with effective 

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