What Is 5S? A Practical Guide to Certification Readiness

Sort (Seiri) – Red-Tag and Declutter

Ever heard the phrase “When in doubt, throw it out”? That’s the spirit of Sort, the first and arguably most crucial step in the 5S system. So, what is 5S without a solid start? Nothing. Because a clean slate is everything.

The goal here is to eliminate the unnecessary—physically and mentally. You start by identifying what’s essential for your daily operations and separating it from what’s just… taking up space. Tools, documents, materials, even digital files—if they’re not adding value, they’re cluttering your workflow.

Red-tagging is a simple yet brilliant technique used here. Anything questionable gets a red tag and is moved to a “quarantine” area. If it’s not missed after a set period, it’s disposed of, recycled, or relocated. The result? Cleaner workstations, faster access to tools, and fewer safety risks.

Real-World Example: Production Line Cleanup

Imagine a medium-sized automotive parts manufacturer. Their assembly line had 15 tool stations, each cluttered with old drill bits, unused jigs, and duplicated screwdrivers. After a 5S red-tag event, they cleared out 40% of tools and saved over 6 minutes per cycle due to less tool-hunting. Multiplied across hundreds of daily operations, that’s weeks of time gained every year—just from sorting!

And this isn’t exclusive to factories. Offices that apply Sort principles see faster filing, better data accuracy, and reduced software licensing costs by identifying unused digital tools.

Bottom line? Sort lays the foundation for everything else. You can’t improve what you can’t see clearly.

Set in Order (Seiton) – Creating Visual Organization

Once you’ve cleared the clutter, the next question is: Where should everything go? That’s where Set in Order steps in. If Sort is about subtraction, Seiton is about strategic placement.

Think of this step as “a place for everything and everything in its place.” Every tool, file, label, or control switch should have a dedicated home—visible, logical, and accessible.

Visual management tools are your best friends here:

• Shadow boards show where each tool belongs.

• Floor tape outlines walking paths and storage zones.

• Labels and signs clarify what goes where—and what doesn’t.

This isn’t just aesthetic. It reduces motion waste, eliminates time spent searching, and decreases the chance of errors or accidents. In ISO terms, this supports visual control systems, a key element in quality and safety standards.

Visual Tools: Shadow Boards & Labels

Let’s revisit our automotive client. After Sorting, they introduced custom shadow boards for hand tools, with color-coded outlines and clear naming. The result? Tool retrieval time dropped by 40%, and tool loss (a costly problem) was nearly eliminated.

Set in Order turns your workspace into a silent instructor. Even new employees can find what they need without constant supervision. It empowers people to do their jobs better, faster, and safer.

Shine (Seiso) – Cleaning and Early Problem Detection

So you’ve sorted and organized—but how clean is your workspace? That’s where the third S, Shine, becomes your secret weapon. Most people assume Shine is just about making things look good. But in reality, it’s about seeing problems before they become disasters. Imagine walking into a plant where every machine gleams, floors are spotless, and there’s not a spec of dust on your workstation. That’s a 5S Shine culture in action.

Cleaning isn’t just janitorial—it’s strategic. It gives workers the opportunity to inspect equipment, notice wear and tear, leaks, loose bolts, or strange smells. These subtle cues, if ignored, could lead to breakdowns, quality issues, or even safety hazards.

The act of cleaning itself is empowering. Instead of relying solely on maintenance staff, everyone becomes accountable for their zone. This enhances ownership and teamwork, core values in both Lean and ISO management systems.

Inspection Tips & Equipment Care

To turn Shine into a daily discipline, you’ll need:

• Cleaning schedules: Assign tasks and rotate responsibilities.

• Inspection checklists: Tie in visual cues (e.g., “no oil leaks,” “no frayed cables”).

• Equipment maintenance logs: Document what’s cleaned, what needs repair, and when.

• “Before & After” boards: Visually reinforce progress and standards.

A pharmaceutical company once reported a 30% drop in machine downtime after implementing Shine protocols that encouraged operators to spot early signs of malfunction. That’s not just cleaning—it’s preventive maintenance in disguise.

In ISO 9001 and 45001 environments, this proactive approach reduces the chance of nonconformities and improves safety scores during audits.

If your space still relies on “cleaning crews,” you’re missing the point. Shine isn’t outsourced—it’s internalized.

Standardize (Seiketsu) – Setting Procedures & Checklists

You’ve decluttered, organized, and cleaned. Now how do you keep it that way? That’s the goal of Standardize—the fourth S and arguably the bridge between good and great organizations.

Standardization is what separates one-time success from continuous excellence. It’s about documenting the best practices you’ve created through Sort, Set in Order, and Shine—and then making them routine.

This step ties in directly with ISO 9001’s requirement for documented information and standard operating procedures (SOPs). But unlike traditional bureaucracy, 5S standardization is visual, easy to follow, and team-driven.

ISO Documentation Integration

Here’s how to implement Standardize effectively in an ISO-aligned workplace:

• Create visual SOPs: Include images or diagrams next to each task description.

• Use checklists: These can be paper-based, whiteboard-mounted, or even digital.

• Standardize labels and tags: Color-coding and iconography help bridge language or literacy gaps.

• Include 5S in job descriptions and training: Make it part of the role, not an extra.

One smart strategy? Develop a 5S audit checklist for each zone. Evaluate each area weekly or monthly using a simple scoring system. This provides measurable insights and encourages healthy competition between teams.

Companies often see increased employee buy-in when standardization is participatory. Don’t just hand down rules from above—co-create them. When your frontline staff builds the process, they take ownership of it.

ISO auditors love this. They’ll see a well-documented, repeatable, and continuously improving system—which is basically ISO 101.

Sustain (Shitsuke) – Building a 5S Culture

The final S—Sustain—is the glue that holds everything together. You can Sort, Set in Order, Shine, and Standardize all you want, but without Sustaining the system, it will fade. Think of Sustain as your 5S immune system—it fights off entropy, neglect, and backsliding.

So, how do you build a culture where 5S isn’t a one-time project, but a daily mindset?

You start with discipline. Not in a rigid, command-and-control way—but in a culture where teams hold themselves and each other accountable. This requires both leadership commitment and employee engagement.

Training, Audits & Incentives

To sustain your 5S system over the long haul:

• Train continuously: Make 5S part of onboarding, refresher training, and leadership programs.

• Audit regularly: Weekly spot-checks or formal monthly evaluations with scorecards.

• Celebrate success: Recognize zones or teams with the highest scores.

• Involve everyone: From the CEO to the cleaning crew—everyone participates.

• Make it visual: Post audit results, photo boards, and team recognition in public spaces.

One example: A packaging facility implemented a 5S Champion of the Month program. Productivity increased by 22% in four months—just by celebrating the behavior they wanted more of.

Sustain also means evolving. As new technologies, tools, or layouts come into play, go back and reapply 5S. It’s not static—it’s cyclical. Every quarter, every product change, every process revamp—use that moment to refresh your 5S efforts.

For ISO-certified companies, Sustain is critical. It proves to auditors and customers that your management system isn’t performative—it’s cultural.