Are you seeking strategies to streamline your business operations?
Toyota, the renowned Japanese automotive giant, has developed various methodologies to enhance workplace organisation and boost productivity, with one of the most effective being the 5S model.
In this episode of the Ikigai Podcast, Nick is joined once again by Steve Beauchamp, who shares his innovative take on the 5S model and how it can play a pivotal role in optimising your business processes.
Podcast Highlights
- The traditional 5S model. Steve breaks down 5S and its traditional model.
- A new approach to the 5S model. Steve introduces his innovative approach to the 5S model.
- In-depth examination of the 5S model. Steve discusses his discoveries after delving deeper into the traditional 5S model.
- Advantages of the revised 5S model approach. Steve explains the benefits of using the new 5S approach.
- Muda (wasting time and labour). Nick and Steve explore the concept of muda.
- The role of leadership in 5S implementation. Steve talks about the role of leadership in executing the 5S methodology.
- The human element in 5S. Steve discusses the human element in 5S, which he wrote about in his book.
- Implementing the 5S methodology in business. Steve discusses how businesses can implement the 5S methodology.
- Hansei (self-reflection). Steve explains the importance of hansei (self-reflection) in applying the 5S methodology.
Steve Beauchamp
Steve Beauchamp is an author, lover of nature, Lean six sigma master black belt, a continuous improvement mentor and practitioner, and an Ikigai Tribe coach. His coaching practice aims to help overwhelmed leaders to stop being productivity junkies and discover work-life harmony through Japanese wisdom and philosophy. Steve was a guest on episode 46, in which he explored lessons from the Samurai. In episode 46 of the podcast, Steve delved into valuable lessons drawn from the Samurai.
The traditional 5S model
Steve published his third book, 5S Mastery: A Step-by-Step Guide to Optimize Workplace Organization, Improve Morale, and Increase Productivity. The origin of the 5S methodology dates back to post-World War II Japan when Toyota, a small automotive manufacturer at the time, was instrumental in developing new manufacturing approaches. 5S became foundational in the manufacturing world, and began spreading globally around the 1980s.
The traditional order of 5S—Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardise (Seiketsu), and Sustain (Shitsuke)—is often taught in a linear, step-by-step manner in the West. However, Steve believes that this approach doesn't account for the complexities of real-life work environments and creates pressure to complete the process.
A new approach to the 5S model
In his two decades of teaching and mentoring the 5S methodology, Steve noticed that things often don't go as planned–many teams struggle with the initial phases of sorting and setting in order. This changed when he came across a quote from Taiichi Ohno, one of the founders of the Toyota Production System, emphasising that 'without standards, there can be no improvement.'
Inspired by Ohno's insight and Masaaki Imai's book on Kaizen, Steve realised the importance of standardisation as a foundation for improvement. He then began questioning why standardisation is typically introduced only in the fourth phase of 5S, which led him to explore the original meanings of the Japanese kanji symbols associated with 5S. This deeper understanding revealed gaps in how 5S has been traditionally interpreted, prompting him to reexamine and refine the approach.
In-depth examination of the 5S model
Four of the S's in the 5S model start with sei. However, the kanji characters for these terms have different meanings. For instance, the kanji for sei in seiketsu and seiso refers to purity and cleanliness, while seiri and seiton relate to order. This distinction suggests that the traditional linear approach to 5S may be flawed.
Steve suggests that a cyclical approach would be more effective, placing standardisation—understood as a core principle holding everything together—at the centre. He proposes using ‘spotless’ instead of ‘shine’ to emphasise not just cleaning but achieving functionality. He also found that in Japanese practice, ‘sorting’ and ‘setting in order’ are often done simultaneously rather than sequentially.
Additionally, he recommends redefining 'sustain' as continuous self-discipline and improvement, rather than merely maintaining a routine. He believes this cyclical perspective better reflects the methodology’s true essence and reduces the pressure associated with a one-time, linear implementation.
Advantages of the revised 5S model approach
For Steve, adopting a cyclical approach to the 5S model, rather than a linear project-based mindset, reduces pressure on individuals by focusing on continuous improvement rather than achieving perfection on the first try. This approach aligns with the Kaizen philosophy of ongoing enhancement and recognizes that change is constant.
It also integrates well with the SDCA (Standardize-Do-Check-Act) cycle, where standardisation supports effective execution, cleanliness leads to organisation, and self-discipline drives continuous action and refinement. The cyclical model highlights the importance of establishing standards before sorting and organising.
“It makes more sense to think about this from the context of, okay, let's set a standard, and then let's make sure that things are starting out in this clean fashion, and then we'll figure out how to sort and set things in order. And then we build that self-discipline to reflect and think about, is there any room for improvement? And if there is, do we need to go back and adjust our standard? And then, continually just going back, over and over again through that cycle.” - Steve Beauchamp
Muda (wasting time and labour)
In a business context, waste, often referred to as muda, represents anything unnecessary that hinders productivity. This could include extra time spent on tasks or physical obstacles that prevent efficient work, such as having to navigate around clutter to reach your desk. Essentially, waste is anything that prevents you from effectively accomplishing what the customer is willing to pay for.
There are traditionally seven types of muda (waste) in business processes, remembered by the acronym TIM WOOD: Transportation, Inventory, Motion, Waiting, Overproduction, Overprocessing, and Defects. Any occurrence of these wastes detracts from the value provided to customers. Thus, it is important to minimise these wastes to better meet customer needs and improve business operations.
The role of leadership in 5S implementation
Leadership is crucial for the success of any business initiative, including continuous improvement efforts like 5S. Without effective leadership, such initiatives are likely to fail. Leaders must set a good example, align vision with resources, and actively participate in developing policies and procedures. They need to be present and hold themselves accountable.
Additionally, celebrating successes is essential, as it fosters motivation and reinforces positive outcomes. Leaders who don't model these behaviours may find their teams lacking in commitment and morale.
The human element in 5S
Human connection is vital in any business. Steve believes that leaders must celebrate their team's efforts and show that they care. When employees feel unappreciated or constrained by ineffective processes, turnover can increase. That’s why clear communication of expectations and respect for employees is essential.
Implementing the 5S methodology in business
The 5S methodology can benefit any business, regardless of its size or type. Steve emphasises the importance of establishing clear standards in business for effective improvement. He suggests that leaders must first define what these standards should be and then design processes to meet them.
He advises against using technology as a first step without understanding and refining processes, as it could automate ineffective practices. Instead, focus on setting standards and improving processes before leveraging technology to enhance efficiency and support the team.
Hansei (self-reflection)
Hansei, or self-reflection, is a crucial element of the self-discipline phase in the 5S methodology. It involves a deep, meaningful examination of oneself, acknowledging the gap between current and desired states.
In his book, Steve introduces a set of questions to help people practise hansei:
What did I say I would do today that I didn’t?
What am I proud of that I did today?
How did I lead people?
How did I follow others?
Looking to tomorrow, based on what I learnt today, what will I do differently?
He advises leaders to regularly engage in self-reflection, ideally on weekly or daily, by asking themselves these questions.
Conclusion
To achieve business success, it's crucial to implement a system that optimises your processes effectively. The 5S methodology is an excellent model to consider, as it addresses not only the efficiency of your processes but also the human element, ensuring a well-rounded approach to business optimization.