When selecting an EMS provider, it’s not enough to check off technical capabilities. To find a truly reliable partner, you also need to understand how they organise and optimise their workspace for performance - key factors that drive consistent productivity and quality.
A well-maintained work environment is just as crucial as cutting-edge machinery in achieving a fast and functioning production line in an electronics manufacturing company. This is where choosing an EMS partner with a 5S system in place can give OEMs a distinct competitive advantage.
What is the 5S methodology?
Developed in Japan and closely linked to the Toyota Production System, 5S provides a structured framework for optimising the physical workplace, helping eliminate waste and optimise commercial performance.
What do the 5S's stand for?
Each "S" in the 5S process represents a Japanese concept that translates into a structured approach to workplace organisation which can be applied to individual workstations and the workplace as a whole.
These are:
1. Seiri (Sort) – Identify and remove necessary items from the work area.
2. Seiton (Straighten) – Arrange essential tools and materials logically.
3. Seiso (Shine) – Keep the work environment and equipment clean.
4. Seiketsu (Standardise) – Implement a SOP (standard operating procedure) for maintaining order.
5. Shitsuke (Sustain) – Embed these 5S principles into daily practices for continuous improvement.
Taken together these steps operate as a self sustaining and cyclical approach to workplace improvement:
The 5S methodology
Why 5S matters in electronics manufacturing
The 5S methodology is more than just a framework for tidiness - it’s a critical driver of operational excellence in electronics manufacturing. By implementing 5S, manufacturers can enhance efficiency, minimise errors, and add value for their customers
This structured approach is especially vital in mechatronics, where large-scale assembly projects demand precision and seamless systems integration. In environments where many processes resist full automation, having a methodical system for evaluating and organising the workspace is essential.
With 5S in place, deviations from standard processes become immediately visible, allowing teams to address issues promptly and refine workflows proactively.
As Jeffrey K. Liker and David Meier highlight in The Toyota Way Fieldbook:
Without 5S in place, it is very difficult to distinguish abnormal from normal conditions, and without a clear standard, the team has no foundation from which to improve.
By embedding 5S into daily operations, manufacturers create a foundation for continuous improvement, ensuring both quality and efficiency in a competitive industry.
The 5S methodology – A step-by-step guide
Here’s how each step of the process can be applied in a real-world setting:
Step 1: Sort (Seiri)
The first step in 5S implementation is to identify and remove unnecessary items from the work area to create an efficient and clutter-free work environment.
For every item, ask:
- What is its purpose?
- When was it last used?
- How frequently is it used, and by whom?
- Is it essential for daily operations?
Unnecessary tools, materials, and equipment should either be relocated, repurposed, recycled, or discarded. To maintain order, an overflow area can be designated outside of the primary work area to store duplicate or infrequently used items, ensuring that only what is needed remains within reach.
Step 2: Straighten / Set in Order (Seiton)
Once unnecessary items are removed, the remaining tools and materials must be systematically organised. This step ensures that frequently used items are easily accessible and every item has a dedicated, clearly marked location.
Key considerations include:
- Using storage containers to categorise materials based on type, usage frequency, or assigned users.
- Implementing visual management tools, such as labels, floor markings, and shadow boards, to indicate correct placement.
- Optimising the work process by aligning tool placement with workflow requirements.
- Periodic reviews and team collaboration help refine the organisation system, enabling continuous improvement.
Step 3: Shine (Seiso)
This step focuses on maintaining cleanliness, inspecting tools and equipment, and conducting routine maintenance to prevent breakdowns and inefficiencies.
A well-maintained workspace reduces operational risks and increases improved efficiency. Keeping everything in order makes it visually easy to spot when some vital part of kit is missing.
Best practices for the Shine step:
- Establish a cleaning schedule for workstations, machinery, and common areas.
- Assign responsibilities to specific individuals or teams.
- Ensure all tools are returned to their designated work area after use.
Step 4: Standardise (Seiketsu)
After the first three steps are completed, it’s crucial to develop standard operating procedures to ensure repeatability and consistency. Standardisation prevents regression and reinforces 5S practices as part of the organisation’s daily routine.
Key actions include:
- Documenting the 5S process in a Quality Management System (QMS).
- Creating 5S audit checklists and visual guides to reinforce expectations.
- Scheduling regular audits to track adherence to 5S principles.
- Establishing performance metrics to evaluate the effectiveness of 5S implementation.
By embedding 5S into daily operations, organisations can maintain workplace discipline and drive operational excellence.
Step 5: Sustain (Shitsuke)
Sustaining 5S implementation requires long-term commitment and a cultural shift within the organisation. The goal is to ensure that 5S principles become second nature to all employees.
How to sustain 5S over time:
- Provide ongoing 5S training for employees.
- Conduct 5S audits to identify areas for process improvement.
- Encourage a culture of continuous improvement, where employees suggest refinements.
- Assign 5S champions to reinforce 5S practices and support new initiatives.
Sustaining 5S implementation is not just about following rules—it’s about ensuring that the right people are in place to uphold the system and drive lasting change.
The 6th "S": Safety
Over time, some organisations have expanded 5S to include a sixth "S": Safety.
While safety is inherently part of 5S principles, this step places greater emphasis on workplace ergonomics and hazard prevention.
Examples of safety-focused improvements:
- Optimising workstation layouts to reduce strain and injury risk.
- Adding signage at intersections where workers and equipment, such as forklifts, cross paths.
- Clearly labelling storage areas containing hazardous materials.
By integrating safety into 5S audits and standard operating procedures, organisations enhance employee well-being while reinforcing total quality management.
5S in Focus: Workplace organisation in the Toyota Production System
But it must be remembered that 5S is not a standalone initiative; it should operate as part of a wider manufacturing strategy, just like the Toyota Production System (TPS).
TPS is the original lean manufacturing or Just-in-Time (JIT) system, designed to eliminate waste and enhance efficiency for the car company.
At its core, TPS is built on 13 foundational pillars, one of which is kaizen - the philosophy of continuous improvement. Toyota has structured its entire production approach around two key principles:
- Jidoka – Often translated as "automation with a human touch," this ensures that when a defect is detected, the process halts immediately to prevent defective products from progressing further in the production line.
- Just-in-Time (JIT) – A system where each step in the process produces only what is required by the next, maintaining a smooth, continuous flow without excess inventory or delays.
By integrating Jidoka and JIT, Toyota has been able to produce high-quality vehicles efficiently, meeting customer demands precisely when needed.
A critical component of Toyota’s manufacturing success is workplace organisation, made possible through 5S implementation.
How 5S strengthens the Toyota Production System
Toyota recognised that a disorganised shop floor led to wasted time, inefficiencies, and unnecessary motion—hindrances to lean manufacturing.
By adopting 5S principles, Toyota optimised their work area by:
- Eliminating clutter – Removing unnecessary items to ensure only essential tools and materials were within reach.
- Organising tools and equipment – Reducing time wasted searching for items, allowing workers to focus on value-adding tasks.
- Minimising movement – Structuring workstations to keep tools and raw materials in logical, easy-to-access locations.
- Reducing errors and defects – A cleaner, more organised workspace made defects more visible, aligning with Jidoka’s focus on immediate problem detection.
By embedding 5S into their lean methodology, Toyota ensured that their production lines operated with maximum efficiency, reinforcing their ability to continuously improve and maintain world-class manufacturing standards.
What's the difference between 5S and Lean Six Sigma?
But 5S isn't the only Lean manufacturing methodology.
While the 5S method focuses on organising and optimising processes, Lean Six Sigma is a broader methodology that combines Lean principles and Six Sigma methodologies to improve processes, reduce waste, and enhance quality.
In some cases, manufacturers may choose to combine elements of both methodologies, using a 5S program as a foundational step before applying Lean Six Sigma for deeper process analysis and improvement.
Summary
The 5S principles for workplace organisation and optimisation can bring considerable benefits to manufacturers involved in complex assembly projects.
When you are assessing an EMS provider’s ability to deliver the mechatronic expertise you need, you should ensure they have the people and process in place to optimise their production lines in the continual pursuit of efficiency and quality.
Editor's note: this post was originally published in 2021 and 2023, and has been updated in February 2025 for accuracy and relevance.
