SUCCESS FACTORS IN 5S IMPLEMENTATION

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• The top management should obtain buy in of all employees and must follow the PDCA cycle 
consistently. 
• 5S program should build a positive learning environment through promotional campaign, 
lectures, presentation and discussion for the improvement and development. 
• 5S initiatives should be linked with other problem solving and quality improvement drives 
and must constitute part of an organizational policy and strategic plan. 
• The top management must create an environment of trust and open communication with 
trade unions for improving industrial relations. 
• 5S program should involve Kaizen approach of small incremental changes to better adapt the 
employees to the changes with little disruption. (Grier, 2008). 
• Team formation, improved communication among various departments, involvement of all 
employees from top to shop floor, autonomous culture and kaizen activities are critical 
factors for successful implementation of 5S program in an organization.
• The organization should develop and demonstrate detailed 5S guide or implementation 
program indicating the way 5S will to implemented, evaluated and institutionalized. 
• The 5S teams should be trained and motivated to work like self-directed work teams adept in 
problem solving in addition to their regular work (Gnanaguru et al., 2011). 
• The management should establish roles and responsibilities for each team members, training 
of staff, regular communication, establishment of effective feedback function and effective 
time bound action plan within the organizations (Ishijima et al., 2014). 
• To continue the gains from implementing the 5S system, efforts should be taken to instill the 
importance of maintaining employee dedication for a neat, orderly and safe workplace, and 
reinforcing good work habits (Maggie, 2006). 
• The documentation of work procedures and adoption of visual workplace management tools 
assist in successful deployment of 5S initiatives in the organizations. 
• 5S initiatives must be implemented throughout the entire organization rather than certain 
parts of the firm and under the leadership of the senior management (Hyland et al., 2002). 
• The new concept of benchmarking also may be adopted by the employees to highlight best 
strategies of 5S implementation from other successful organizations (Puttapalli, 2014). 
• Awards and recognition also motivate the employees for the successful practice of 5S 
technique at the workplace. 
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