Some companies use the Japanese-originated “5s” methodology (Chapter 16, Table 16.1) in their Six Sigma and continuous improvement programs. Discuss how 5s might be used in a quality management system. 

Data in Table 16.1

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5S's 1. Seiri (sort) 2. Seiton (set in order) 3. Seiso (shine) 4. Selketsu (standardize) 5. Shitsuke (sustain) Goal Keep only what you need A place for everything and everything in its place Cleaning, and looking for ways to keep clean and organized Maintaining and monitoring the first three categories Sticking to the rules Eliminate or Correct Unneeded equipment, tools, furniture; unneeded items on walls or bulletin boards, items blocking aisles or stacked in corners; unneeded inventory, supplies or parts; safety hazards Items not in their correct places; correct places not obvious; aisles, workstations, and equipment locations not indicated; items not put away immediately after use Floors, walls, stairs, equipment, and surfaces not clean; cleaning materials not easily accessible; lines, labels, or signs broken or unclean; other cleaning problems Necessary information not visible; standards not known; checklists missing; quantities and limits not easily recognizable; items can't be located within 30 seconds Number of workers without 5S training, number of daily 5S inspections not performed; number of personal items not stored; number of times job instructions not available or up-to-date