International Journal of Production Research, 2014

Vol. 52, No. 15, 45744586, http://dx.doi.org/10.1080/00207543.2013.878481

Learning 5S principles from Japanese best practitioners: case studies of

ve manufacturing companies
Carmen Jacaa*, Elisabeth Vilesa, Luis Paipa-Galeanob, Javier Santosa and Ricardo Mateoc
a
Department of Industrial Management, School of Industrial Engineers, TECNUN, University of Navarra, San Sebastian, Spain;
b
University of La Sabana, Cha, Colombia; cSchool of Economics and Business Administration, University of Navarra, Pamplona,
Spain
(Received 20 June 2012; accepted 18 December 2013)

The 5S methodology is a very appropriate way to initiate and achieve the process of continuous improvement. This paper
studies management practices in successful Japanese companies in order to determine what 5S principles are behind them.
After visiting and conducting interviews at ve different plants, a multi-case study analysis was developed to identify the
key aspects of the success of the implementation of 5S in Japan. Although each of the companies studied is different, there
are commonalities that provide for interesting learning. As a result, best managerial practices based on 5S principles are
explained, and the most important principles associated with the success of the 5S method are described and discussed.
Keywords: 5S; principles; case study; kaizen

1. Introduction
All the improvement systems based on the Toyota Production System (TPS) developed in recent decades share certain
principles: to facilitate worker participation, provide employee autonomy and involve all the people in the organisation
(Jaca et al. 2012; Prajogo and Sohal 2006; Ricondo and Viles 2005). The methodologies, tools and techniques devel-
oped by Japanese companies are focused on engaging all the workers through training and by changing their habits by
means of improvement tools (Dahlgaard-Park 2011; Surez-Barraza, Ramis-Pujol, and Heras 2010).
The 5S methodology is one of the best tools for generating a change in attitude among workers and serves as a way
to engage improvement activities within the workplace (Gapp, Fisher, and Kobayashi 2008). The 5S name corresponds
to the rst letter of ve Japanese words Seiri, Seiton, Seiso, Seiketsu, Shitsuke as well as their rough English equiv-
alents Sort, Set in order, Shine, Standardise, Sustain. This methodology, developed in Japan by Hirano (1996), instills
good habits related to company organisation and cleanliness. Specically, Hirano establishes that Lean Culture requires
a change in peoples mentality as well as applying 5S as a prerequisite for the implementation of other actions to
achieve improvements and as a basic step towards eliminating waste.
Several authors point to Japanese culture and lifestyle as the origin of the 5S concept and, therefore, its holistic
application (Kobayashi, Fisher, and Gapp 2008). The Japanese values of cooperation, respect, trust and harmony have
contributed to the assimilation of 5S into operational practices.
Therefore, it is important to understand what the principles behind the 5S methodology are, since their application
often involves only the adoption of the technique, leaving aside the holistic meaning (Bayo-Moriones, Bello-Pintado,
and Merino-Diaz de Cerio 2010; Kobayashi, Fisher, and Gapp 2008). Furthermore, Western literature has had a predom-
inate focus on the techniques of 5S and placed little emphasis on the philosophical approach (Kobayashi, Fisher, and
Gapp 2008). Several factors, such as company culture, communications and employee attitudes, can prevent success in
the use of 5S (OhEocha 2000).
Consequently, the analysis of the 5S experience in its real context aims to identify the factors related to the success
of implementing 5S in Japanese organisations and their possible relation to the values of Japanese society. Doing so
would make it possible to identify the prerequisites for implementing Japanese improvement methodologies, having dis-
sociated them from Japanese culture. These would be the requirements that would have to be met by those organisations
wishing to apply techniques or methodologies that originated in Japan in a different cultural environment.

*Corresponding author. Email: cjaca@tecnun.es

This article was originally published with errors. This version has been updated. Please see Corrigendum (http://dx.doi.org/10.1080/
00207543.2014.905740).

2014 Taylor & Francis

 International Journal of Production Research 4575

In this context, the main objectives of this research are the following:
 Identify management practices present in Japanese companies which are connected with the 5S concepts.
 Identify the principles of 5S behind those management practices.
Our investigation rst focused on obtaining evidence from different Japanese companies about practices that are
related to the 5S concepts. Then, we analysed the common elements behind those practices to reveal management
principles that could be helpful for the successful implementation of 5S or improvement methodologies. Companies
would reect on those principles as a way to engage employees in the implementation of improvement methodologies.
In addition, our research seeks to highlight experiences that are usually present in Japan and that could also be applied
by Western companies.
The paper starts with the establishment of the theoretical basis and research hypothesis, which is described in
Section 2, and the research methodology, which is outlined in Section 3. Then, the analysis of the collected information
and the answer to the above mentioned objectives is provided in Sections 4 and 5. The paper ends with a discussion in
Section 6, and some of the most relevant conclusions obtained from the study are explored in Section 7.

2. Theoretical basis and research hypothesis

The 5S technique or methodology is explained in a different but complementary way by two different authors: Osada
and Hirano. Takashi Osadas vision is more conceptual, wherein he views 5S as a strategy for organisational develop-
ment, learning and change, oriented towards improving efciency and working conditions. Hiranos approach, on the
other hand, is more practical in that he considers 5S as a tool that a company can use to eliminate waste as a means of
differentiating it from competitors (Becker 2001; Kobayashi, Fisher, and Gapp 2008). Table 1 summarises the principles
of 5S, according to these two authors.
According to Osada, all the terms of the 5S methodology are consistent with ethical principles and improvements
that have direct application in improving lifestyle (De Mente 1994; Osada 1991). The principles underlying the 5S
methodology are rooted in Japanese society through the inuence of Shinto, Buddhism and Confucianism, beliefs which
have been adopted by the Japanese people for centuries (De Mente 1994; Kobayashi, Fisher, and Gapp 2008).
The practice of 5S is recognised as a set of behaviours that shape basic morality and ethics in the workplace, at
school and at home (De Mente 1994; Kobayashi, Fisher, and Gapp 2008). As a consequence, 5S is a valuable practice
for everyday, engaging in improvement activities in any environment, including lifestyle (Ablanedo-Rosas et al. 2010).
In Japanese culture, each word that makes up 5S means the following (Ramos Alonso 2002):
 Seiri, the willingness to reach a goal.
 Seiton, put things in order.
 Seiso, earn the esteem and respect of both peers and superiors.
 Seiketsu, maintain self-composure.
 Shitsuke, build and maintain self-discipline.
In this way, cooperation in the workplace is emphasised, trust is advocated, as well as self-control, harmony and
loyalty to the organisation; all characteristic aspects of Japanese tradition (Watsuji 1952).
In Japan, the 5S methodology is applied from a holistic perspective that includes management practice, training and
continuous improvement, and it also encourages the participation, involvement and autonomy of workers, which
promotes the employee empowerment throughout the organisation (Gapp, Fisher, and Kobayashi 2008).

Table 1. Differences between Osadas and Hiranos approaches (adapted from Hirano 1996; Osada 1991).

5S Takashi Osada (a philosophy for life and business) Hiroyuki Hirano (a tool for eliminating waste)

Seiri Organisation: To put things in order, to organise them. Distinguish
between the necessary and unnecessary
Seiton Neatness: To have things in the right place. This avoids useless
searching
Seiso Cleaning: Self inspection and cleaning is emphasised to create a
faultless workplace
Seiketsu Standardisation: Continuously maintain the achieved level of the
rst three Ss
Shitsuke Training or discipline: Instil the ability to do what is supposed to be
done. This is the most critical and complex S to implement
Organisation: Clearly distinguish needed items from
unneeded items and eliminate the latter
Orderliness: Keep needed items in the correct place
to allow for easy and immediate retrieval
Cleanliness: Keep the workshop swept and clean
Standardised clean up: This is the condition that is
ensured when the rst three Ss are maintained
Discipline: Make a habit of maintaining established
procedures
4576 C. Jaca et al.

The same authors explain that 5S in Japan is more than just cleaning, sorting and organising the workplace, as in
some cases it has been understood in the English translation of housekeeping.
On a daily basis, 5S utilises improvements linked to the workplace as a support for productive and organisational
advancements at different levels and establishes the basic principles that can be applied to set up other more complex
systems improvement, such as Total Productive Maintenance, Ecology Oriented Manufacturing or TPS (Ablanedo-Rosas
et al. 2010; Surez-Barraza, Bou, and Cataldo 2008). 5S is considered to be one of the most well-known and extended
workplace organisational methodologies as an approach to continuous improvement processes. The reason why it is so
well known is mainly due to the immediate results it generates when applied (Bayo-Moriones, Bello-Pintado, and
Merino-Diaz de Cerio 2010). The methodology has been widely accepted because it is easy to understand and apply,
and today organisations from different sectors worldwide have integrated it into their improvement systems.
In addition, the 5S methodology is linked to kaizen activities, which are focused proposals for improving safety,
reducing waste or solving a problem (Imai 1989). These activities are usually carried out in small groups of people.
There is a common perception of a higher group orientation in Japan, which seems linked to the frequently observed
aspect of organising production activities in teams. Some authors have studied the causes of cooperative and collective
traits in Japanese culture as well as in its production organisation (Aoki 1988; Stafero 2006), demonstrating that
mutual monitoring and peer pressure among group members are used to foster cooperation. This fact could also help to
explain the success of the kaizen methodology, which is so widespread in Japanese companies.
However, today it is still believed that Western organisations underestimate the benets obtained through the applica-
tion of 5S compared to the value given to this tool in Japan, which produces a lack of understanding regarding the
advantages and potential of this methodology (Gapp, Fisher, and Kobayashi 2008). It has been noted that the implemen-
tation of 5S in the West focuses on the rst two aspects (seiri and seiso), setting aside the holistic conception of the
methodology, especially regarding aspects related to the change of behaviour in people (Douglas 2002; Gapp, Fisher,
and Kobayashi 2008; Ho 1998; Kobayashi, Fisher, and Gapp 2008; Magaa-Campos and Aspinwall 2003). According
to these principles and theories, the following research questions have been established in this paper:
 Are 5S principles present in Japanese companies as part of their day-to-day activities?
 What are the management practices behind those 5S principles?

3. Research methodology
Multi-case study research was chosen because it is a suitable methodology for obtaining insights into social processes
(Onwuegbuzie and Leech 2010; Yin 2009) and to provide a description of a phenomenon (Eisenhardt and Graebner
2007; Yin 2009). The data was obtained from different representative companies by direct observation in a single,
natural setting that considered temporal and contextual aspects of the research using different methods and tools, as
suggested by Meredith (1998). These different methods provide an understanding of the phenomenon in as much detail
as possible and as a process of exploration and identication of key variables or linkages between them (Voss,
Tsikriktsis, and Frohlich 2002).
In this study, data was obtained by visiting ve factories of successful Japanese companies because collecting data
from multiple case studies, or companies, typically provides a stronger base for theory building (Yin 2009). The selected
companies were well established and successful businesses in Kyushu (in the south of Japan), and their different
characteristics were particularly suitable for detecting and explaining the techniques and tools related to the use of the
5S methodology. The analysis was conducted with the help of Makoto Investments, which facilitated communication
with these companies.
Table 2 shows the main business characteristics of the selected companies, whose names have been changed to
Factory A, Factory B, Factory C, Factory D and Factory E. There is a general agreement that approximately 410 case
studies would produce credible explanations for the research as well as a generalisation of the ndings, two key aspects
in the selection of the companies to study (Curtis et al. 2000; Eisenhardt and Graebner 2007).
Several data sources were used: archival data, which included company websites and information provided by
Makoto Investments, interviews with company leaders and workers and visual information observed during the visit:
(1) Archival data was analysed prior to the visit, and it was complemented during the visit with approximately 30
min of video presentations in most companies, which provided general information about products, production
lines and improvement systems.
(2) An interview was conducted with the top manager or the production manager for approximately 6090 min,
uncovering some ideas and relevant facts about their improvement systems, which allowed the researchers to
focus on the key aspects that needed to be assessed in each of the organisations.
 International Journal of Production Research 4577

Table 2. Factory characteristics.

Factory A Factory B Factory C Factory D Factory E

Product name Car manufacturer Car manufacturer Control boards Faucets, metal ttings, Electric wiring and
enamel cast iron plumbing materials
Factory size
Established in 1991 2004 1981 1971 1987
Factory sales $10B n.a. $60M $5B $250M
Factory prots $207M n.a. $6M n.a. $27M
Annual 430,000 230,000 n.a. n.a. n.a.
production
(units)
Employees 8700 2500 220 693 83
Processes Moulding, Press, body shop, Assembly Casting, machining, Machining, assembly
welded painting shop, assembly
parts, press, assembly shop
body, assembly
Improvement system
Established in 1991 2004 1998 1999 1987

(3) The plant was visited for about 90120 min, usually led by middle managers or the production manager, who
showed and explained how they performed tasks and carried out productive activities and improvements.
(4) In many cases, the visit was complemented with a subsequent talk with the managers in order to clarify the
principles behind the actions and observed tasks.

4. Case analysis and ndings

The factories included in the study are located in the south of Japan, all within a radius of 150 km of each other. The
ve factories represent most of the best improvement practitioners in Japan, and our research was focused on analysing
how the 5S principles are linked to work operations beyond just cleaning, sorting and organising the workplace. Pres-
ently, 5S is rooted in their management systems; therefore, instead of analysing the application of the methodology it
was possible to examine the fundamentals behind each of the 5S principles and the principles that support the improve-
ment system. First, we present a brief overall description of each of the factories, and then we summarise the common
characteristics of the 5S principles and their application.

4.1 General characteristics

4.1.1 Factory A
Factory A is the newest plant built by the company. They apply all the TPS concepts, such as Jidoka, just in time and
Kanban, in a consistent way. In 2001, they achieved zero-waste status, which means that employees are not allowed to
dispose of trash in the factory. This plant is based on a balanced production sequence, with a scheduled production ow
that is based on demand. The takt time is constantly changing to accommodate demand. The assembly line is manual
split over two oors. Each worker has sequenced pieces to place in PVC boxes, and they access the required pieces in
the specied quantity and time. People are trained to solve problems at their level, to restore established order or to
report the problem when it cannot be solved in their area of operation. The decisions are quick and simple. The 5S
philosophy is embedded in the production system as the way of eliminating all types of waste so that workers can
access the resources they need when they need them and in the correct quantity. In this factory, people are considered
to be the companys most valuable asset, that is, the treasure of the company. For this reason, continuous training is the
method used for developing skill and responsibility among workers.

4.1.2 Factory B
This factory is similar to Factory A, but its philosophy is focused on compacting and reducing space as the way to
avoid waste. There are fewer workers on the assembly line than in Factory A due to the major use of machines. All the
processes are located in the same plant.
4578 C. Jaca et al.

The environment is also very important to them, both inside and outside the plant: the factory promotes activities
oriented towards building up community commitment to the environment. They hold social activities in order to connect
factory presence to the employees lives and also to the values of the local community. Once a year, the factory organis-
es a special festival where the local families can enjoy themselves, and it also offers experiential classrooms to parents
and children at the factory. The families can learn and appreciate different aspects of the production in the factory, as
well as interesting topics related to the companys product. Moreover, people from different families have the opportu-
nity to socialise among themselves. Factory B also engages in the Clean-up Movement, which involves monthly
clean-up activities for the maintenance of the plant surroundings. Also, there are planned activities that focus on noise
reduction and volatile organic compound reduction. These activities increase the good image of the factory in the
community.

4.1.3 Factory C
Factory C is the companys only plant, which was established in 1981. The 5S programme was implemented after the
Japanese bubble burst in the 90s (Saxonhouse and Stern 2004), and there was a major decrease in prot. This made the
company address a plan to implement continuous improvement through the systematic implementation of 5S. They shut
down the factory for half a day twice a month when they were getting started, and all the employees had to participate
in the programme. Full-time employees, for example, had to come every second Saturday to participate in kaizen activi-
ties. Since then, participation has been compulsory. In carrying out the programme, there are some non-negotiable rules
that were agreed on beforehand. Firstly, all the employees know that nobody is going to be red. Secondly, all the
employees, especially the managers and full-time staff, clean the workplace every day before starting work. Finally,
nobody is the owner of their work place: all the tools, stationery, computer devices and machines have their specic
place, marked on the oor and labelled; all workstations are standardised.
Order and cleanliness, as well as visual management, are present throughout the entire factory. Several rules or
strategies have been adopted to facilitate this, including putting all the machines (including vending machines) on
wheels, removing all the doors to visualise order and labelling the location all the tools and devices. Their slogan is: If
I change, our company will change.

4.1.4 Factory D
Factory D is a large facility with 2300 employees that produces faucets and bathroom xtures. It produces over 3700
product permutations, involving operations from casting through distribution. The plant has casting, machining and
assembly processes and all of the processes are located in the same plant without barriers between them. Their philoso-
phy, called OPM, means Oita Production Management for 0 defects, 0 stops, 0 accidents. Their slogan is make things
visible. The companys objectives are: make products easy to use, build trust with customers and be environmentally
friendly. This plant is organised into over 200 one-person assembly work cells. These work cells receive the nished
cast and polished components, assembled them fully and then packed and labelled the boxes. The company is based on
three values: self-management, value stream organisation and visual information. Every day the employees clean their
workplace, and the casting area is cleaned once a week in a more extensive way. The machines have air shafts covered
with ne grills in order to detect when they need to be removed and cleaned. There is a washing machine in the middle
of the plant so work gloves can be washed and reused. The machines are protected by acrylic cages not only to protect
workers, but also to allow them to continuously see how the machine is performing. By making the different parts of
the machines visible, it is not only easier to keep them clean but also to identify problems at the rst symptom.
Kaizen activities are an important part of operation management, and they have Thursday parties where the
different lines showcase their kaizen activities and results.

4.1.5 Factory E
Company E manufactures and sells electric wiring and plumbing materials. They compete with major industries by
doing things differently by analysing what the needs of electricians and plumbers are and then making their work
easier through their products.
Their slogan is Idea. Think all the time. They apply kaizen not only to the production system, but also to their
own products. They even build their own machines as a way to learn about their processes and develop their workers
skills. Workers are encouraged to replace repetitive tasks with machines that are designed and fabricated by the same
workers. The production rate is lower, but efciency is higher.
 International Journal of Production Research 4579

The company motivates its employees by paying a higher salary than the surrounding companies, giving exibility
to their employees (being exible with working time, for example) and encouraging people to do the same production
in less time, with the resulting free time being for employees. Their motivational slogan is to be comfortable in the
company, and for this they must think in a positive way, convinced that everybody in the company can contribute by
thinking and giving his or her ideas for improvement.

4.2 Management practices and 5S

In this section, we focus on nding patterns and identifying elements in these companies that help us to understand the
management fundamentals behind them. For this purpose, we compiled Table 3 to facilitate analysis.

4.2.1 Seiri
Organisation is perceived in most of the factories. Different models are assembled in line, with variation in their colour,
size or technology (gasoil and hybrid cars, e.g.). This is only possible by perfectly organising production planning.
Pieces, employees and workow are scheduled according to client demand in order to be able to be more exible and
competitive. This is mainly visible in Factory A, Factory B and Factory D.
Organisation is applied as a way to reduce worker movements, the amount of space in use and the consumption of
resources. In so doing, the factories become more efcient by eliminating all types of waste.

4.2.2 Seiton
Orderliness (seiton) is the consequence of the previous step, organisation (seiri). But in addition, these companies have
introduced rules or principles which make orderliness a natural state in their factories. First, they use all the TPS tools,
such as kanban, signs and trolleys with tools and pieces. Order is maintained by visual management of materials,
production charts and position marks. The way of assuring things are in order is by making all the process visible,
including things inside cabinets and storerooms.

4.2.3 Seiso
Cleanliness is constant in all the plants. Workers clean their workplaces every day before starting to work, as a group
activity. In many cases, they also clean outside the plant as part of a voluntary activity. Cleanliness in the work place is
considered to be part of worker well-being and also a requisite for quality assurance.
The machines have air shafts covered with ne grills so workers can detect when they need to be removed and
cleaned. Most of the factories cover their machines with acrylic cages to allow for the observation of the mechanisms.
Making the different parts of the machines visible not only makes it easier to keep them clean but to also identify
problems at the rst symptom.

4.2.4 Seiketsu
Standardisation is the tool that detects any abnormality in the processes. In this way, operators can quickly identify
problems in the assembly line or cells and thus manage the solution. In Factories A and B, they use a problem escala-
tion method which creates very simple decisions or multiple decision points, depending on the difculty of the problem.
A problem is usually identied and resolved within three minutes.
Moreover, standardisation is part of plant operation in every plant studied, both in visual and sound signals. Through
these signals and marks, operators are able to understand and manage machines and processes in an easy way.
Instructions and procedures for maintaining machines are visually indicated on the machines, e.g. a sign for maximum
and minimum oil levels for proper operation.
Another important aspect is the use of standardisation to create uniformity in workplaces and people. In Factory C,
for example, the administration department and the purchasing department workplaces are in the same area as the
machines, and managers work on high chairs, just as the other workers do. In many factories, both workers and
managers usually wear the same type of uniform or suit. They do not distinguish themselves by rank; there are different
colours to differentiate sections, but not work status.
4580 C. Jaca et al.

Table 3. Managerial practices and 5S principles from case study.

Factory A Factory B Factory C Factory D Factory E

Seiri Wide range of product Compact process All that we do not Things are done Thinking to make work
customisation and orientation: achieving need in three months because it is useful easier for employees
components in higher efciency by must be thrown away for our company and clients: reducing
assembly line, reducing cost and lead movements and
synchronised to time replacing manual
production demand, in operation by machine
required quantity and operation or Jidoka
time
Line balancing Factory designed as Visual management of Each worker is Low level of inventory
Improvements oriented simple, slim and materials, production responsible for his/ pieces
to minimising compact, as way to charts and position her own work-cell
movements and energy reduce power marks of all elements
in each operation consumption for air in the factory
conditioning and other
equipment

Seiton Assembly line is Manual assembly line, Things must be able Necessary tools are Poka yoke throughout
manual, in two with three people to be accessed within in the point of use production processes to
different lines working at once on one minute by prevent defects as they
the same car removing doors, are produced
Problem escalation Line is based on labelling things, by Pieces and
method to create very model of workers optimisation of information are
simple decisions and stopping the line if operation space labelled and easily
multiple decision there is a problem accessible
points
Seiso Clear and coordinated Environmentally 30 min of compulsory The entire factory, Machine maintenance
colour on ceiling and oriented factory: water daily cleaning by even the casting area, and modications are
oor to create a nice recycling plant reuses managers and workers is cleaned by every done by their own
and clean factory up to 40% of the shift workers
atmosphere wastewater coming
from the plant
Factory smokestacks Suppliers must prove Machines, tables and Different parts of the They are oriented to
are painted yellow to their steps to reduce chairs are on wheels, machine are visible reduce energy
show the rst sign of their impact on to move them easily by transparent covers consumption and water
dirt environment to clean to make it possible consumption
Clean up movement: Doors are removed, in to identify problems
monthly cleaning order to make order at rst symptom
activities, noise and standardisation
reduction and volatile visible
organic compound
reduction activities in
the community

Sekeitsu Standardisation as tool Standardised line All the workplaces are Slogan is make Machine engines are
to detect abnormality. production standard, including things visible visible to identify
Problems are solved in ofce and staff defects
less than 3 min workplaces
11 lines, each with Efciency of the plant Rules and norms Standardisation is Visual and sound
separate tasks, each is visible to about work standards visible, as a way to signals to control
line is managed employees through and production are make it easy for processes
independently real-time visual visible in the plant workers to They apply visual
control board understand and signals and aids to
manage machines their products to make
and processes their use easier

(Continued)
 International Journal of Production Research 4581

Table 3. (Continued)

Factory A Factory B Factory C Factory D Factory E

Shitsuke Training is a critical Technical training Managers, staff and Communication is They promote thinking
concern: new centre to train new workers clean together promoted by kaizen habits in their workers,
employees are trained employees to deploy easier activities to make them more
three months to learn company policy productive and
their job. They protable
continue training their Workers trained by All the workers are Companys story is They give people
employees during their on-the-job style involved in kaizen visible through exibility to propose
working life mentoring activities charts, drawings and every kind of
slogans throughout improvement idea
the factory

Motto Simple, safe and easy Simple, slim and If I change, our Make things visible Think all the time
compact company will change

4.2.5 Shitsuke
In the companies studied, habit and discipline are a key element for their success. They need people with the habit of
following standards and improving them. For this reason, all the factories value and encourage continuous training and
send employees consistent messages related to the improvement of products and processes. Factory A, for example, has
built a training centre close to the plant where new employees are trained in skills related to their workstation, such as
psychomotor exercises, ergonomic movements, etc. People are trained for eight days before they start working in the
plant, and then they repeat the training after working for three months and again every time that an employee changes
workstations. The training centre has special activities to show the improvements made by workers on the assembly
line, so other members of the plant can learn from their colleagues. This activity encourages people to think about
improvements in their workplace and to have the habit of thinking during their work time.
Other factories, such as Factory D, do not use work manuals or other types of written instruction, because they train
workers in work cells for six months with a supervisor. After this time, the worker is allowed to work alone in a work
cell and be responsible for it. Also, the ofce workers (engineers, administrative personnel and managers) must work on
the shop oor for three to six months before working in the ofce area, in order to know understand the process and
how to add value to the process.
Factory E has no ofcial training programme. People in this company have the freedom to do the training that they
consider necessary. But the factory encourages the habit of improvement with their slogan: Idea, think all the time.
Kaizen is the most important activity in their factory, and for this reason people receive bonuses or promotions for
thinking of improvements, both for processes and products. Thus, this factory is able to compete with big companies by
coming up with different and innovative products.
Kaizen activities are a way of making people more qualied and increasing their abilities, but it is also the method
for improving work environment and comfort.

5. 5S principles behind Japanese management practices

According to above analysis, the ve companies present some interesting characteristics that can be analysed from a 5S
principles-based perspective. In fact, practices observed in each of the companies appear to be rooted in a management
style which facilitates and reinforces each of the 5Ss. These principles are summarised below, in Table 4.

5.1 Japanese cultural background

If there is a cultural aspect that is embedded in the Japanese environment, it would be orderliness and cleanliness. A
foreigner can appreciate this in every aspect of ordinary life: in the airports, queues are perfectly formed; in the streets,
litter bins do not exist; there are visual aids everywhere to help people follow different standards and when shopping,
walking in the streets, visiting a monument, etc. Therefore, orderliness and cleanliness in the plants is a consequence of
the social environment.
Because order and discipline are present in Japanese society, it is easier for the workers to transfer these values to
the company. Cleaning and taking care are features that are found both inside and outside the workplace. Respect for
4582 C. Jaca et al.

Table 4. 5S principles and management practices.

Japanese cultural Career Guarantee comfort and Non-negotiable

5S background Kaizen development safety rules

Seiri Order Order

Seiton Visual management Efciency Neatness
Seiso Cleanliness Better work conditions Cleanliness
Seiketsu Standardisation Standardisation Standardisation
Shitsuke Discipline Comfort, skills Skills Comfort Discipline
development development

standards and standardisation are learned at school. Companies take advantage of these values to enhance their
processes, making them clean, visible and easy to clean and maintain.
Visual management is constantly used in various aspects of life and work. On the street, messages and visual
patterns are commonly used. In business, panels and graphics and even sound signals are used for different purposes,
such as displaying standards and stating maintenance guidelines, showing scheduling, setting maximum stocks, showing
order levels, reporting the improvements achieved or recognising workers who have made improvements. This makes
management more transparent, information is visible and changes are communicated quickly. Companies frequently use
slogans that convey the values of the company and give information about improvement programmes in order to moti-
vate workers. They are short and simple sentences, often accompanied by ideograms or manga drawings that remind
and motivate workers to strive in their work and feel part of the company.
The Japanese value group loyalty and mutual cooperation, so the groups members can devote their total energies to
attaining group goals, which can be their company goals. Moreover, this is a double-sided value, since individuals prot
from group activities after the group has rewarded them (Alston 1989). Companies organise social activities for workers
and their families, reward workers when they propose improvements, and support their workers in many ways, with the
objective of building trust and lasting relationships.

5.2 Kaizen
All the factories visited use and promote kaizen activities as a way of encouraging worker participation and continuous
improvement. There are different types of kaizen activities or procedures for submitting proposals for improvement.
Individual kaizen is promoted by all the factories studied through simple suggestion forms that can be lled in by any
worker in the company. Management analyses the suggestions, responds to them and rewards them according to their
value. In many cases, any type of suggestion is rewarded, even if it is not implemented. Rewards for improvement
suggestions are normally between 8 and 50 , depending on their application. The time required for responding to a
suggestion is usually short, within a maximum of three months. Often the line supervisor makes a preliminary analysis
of the convenience of implementing the idea and reports directly to the worker responsible for the suggestion. All the
companies are convinced of the power that small improvements provide for their success. This is usually expressed as
the necessity to develop four key skills in their employees:
(1) Creativity and implementation capacity.
(2) Ability to practice kaizen.
(3) Ability to sustain kaizen activities.
(4) Ability to motivate and develop those skills within his or her team.
Moreover, factories consider kaizen activities as a way to increase communication among employees, and as a
consequence of this, improve the well-being and motivation of the people working there. Workers implement the
different suggested kaizen improvements, which are presented visually by showing them with pictures or explanations
on panels. 5S activities are also illustrated with photos of the activities and the people who are implementing them, in
order to visualise their effort and achievement and as a way of recognition.
In many companies, kaizen is applied to make employees feel comfortable in the company. Kaizen activities
encourage workers to think in a positive way, convincing them that everybody in the company can contribute by
thinking and giving ideas for improvement. One of the factories, Factory E, also applies kaizen to their own products as
way to reduce their clients work and make it easier. Because of this, they are able to compete with the major
producers.
 International Journal of Production Research 4583

5.3 Career development

Professional development is also a source of motivation and loyalty in these companies. All the companies visited
guarantee lifetime employment to their employees, which appears to be a common practice in Japan. Workers are
recruited young, after nishing their studies; they are trained in company and have the possibility, if they desire it, to
continue working for that company all their professional life. The company gives the workers the opportunity to engage
in professional development, to improve their position and their conditions. Many companies hire people to work as
operators, and after ve or six years they can access positions in maintenance service, in supervising or in the engineer-
ing department. These companies offer workers the opportunity to continuously develop their professional careers
through a development programme which includes conducting kaizen proposals. This system means that workers
perceive their own professional development within the company as a development in life, and so they feel the company
as their own, contribute ideas and take care of their job.
Training is a key aspect in factories. Most of the companies visited have a graduation ceremony after training in the
factory, and they display the photos of the people who have attained each training level. They treat their production
people as the most important resource in the factory.

5.4 Guarantee comfort and safety for the workers

Worker well-being is a common factor in the different companies. Changes and improvements are related to the comfort
and safety of the workers. The improvement programmes, such as the 5S steps, are implemented just because are they
are improvements, not because they lead to an increase in productivity or quality. The programme, method or tool for
improvement always has a component related to the improvement of working conditions for workers. The use of show
rooms for explaining safety improvements made by workers is usual. Consequently, new employees and new
participants in improvement teams learn safety concepts and get ideas from their colleagues.
All the companies are also concerned about the community where they are operating, and thus it is usual for social
activities to be offered to employees families in order to connect factory presence to employees lives and also to the
values of the local community.

5.5 Establishment of non-negotiable rules

The factories we visited have clear rules, which are mandatory and non-negotiable. Regarding cleanliness, there is no
question as to whether cleaning happens or who does it, as the workers clean their own workplace, be they an operator
or manager. This is the basis for standardising workplaces; there is no question about how to do things or about
standards. The standard is xed and accepted, and afterwards workers think about how to improve it.
However, rules are not imposed. Managers explain why their rules are necessary and what their purpose is. Japanese
people are social and they understand that accepting company rules is necessary for being competitive. They believe that
they are in a competitive ght against other organisations for survival. The key to this struggle is for employees to band
together to overcome external forces (Levi 2010).

6. Discussion
As explained in previous sections, the ve case studies show common characteristics linked to the 5S principles. Each
of the companies assumes and consistently applies the ve principles in their operational activity requirements, such as
cleaning workplaces, reducing space in production lines, reducing power consumption, and training in improvement
principles, skills and standardisation.
Returning to our rst research question regarding the presence of the 5S principles in these Japanese companies, it
has been answered and supported with different examples from different companies. Every company applies the 5S
principles in their own way, as they are different in terms of products, processes and even management style. The
important issue is not the activities or actions that are part of these principles, but management practices which support
and develop them in the company.
Our second research question regarding the principles that are behind the management practices as well as the 5S
management principles is more interesting. As we observed in Section 5, some cultural aspects of Japanese companies
inuence their management. Japanese organisations stress the interdependence of all employees, achieving their partici-
pative style by means of mutual respect and common interests (Pascale and Athos 1981). Other values that are present
4584 C. Jaca et al.

in Japanese society also facilitate the participation and commitment of Japanese workers to their company. Those values
encourage peoples participation in and commitment to improvement systems and kaizen activities, which are important
elements for their sustainability, as has been previously studied (Berger 1997; Prajogo and Sohal 2004). These attitudes
are reinforced by providing consistent messages through various methods visual patterns, sounds, training activities,
social activities, rewards and recognition. These are all tools that have been shown to be effective in lean and improve-
ment programmes by several authors (Holweg 2007; Parry and Turner 2006; Shah and Ward 2003).
As this study shows, companies in Japan believe that the worker is an important part of the company, and that their
welfare directly affects the companys performance. For this reason, companies manage people by focusing on respect-
ing and taking care of them. Ideas from workers are encouraged and implemented without considering whether they are
protable or not, as Imai (1989) states. They know that kaizen itself is benecial, mainly because it improves communi-
cation and the knowledge of its employees. Prots from kaizen will also be derived, though not immediately. Although
practicing kaizen is a mandatory activity for workers, or at the least it is a condition for progressing, companies still
value, recognise and reward their employees for their ideas.
As Kobayashi, Fisher, and Gapp (2008) state in their study about 5S application, training is very important. In this
multi-case study, companies not only train their employees, but they also care about their professional development.
Workers are continuously trained either inside the company or outside it, with the objective of developing their skills
and knowledge and keeping them thinking about how to improve processes and products. This is part of the develop-
ment of loyalty and commitment among workers and the company, which is mutual.
The implementation of lean techniques, such as 5S, requires a companys full commitment to their workers
(Ablanedo-Rosas et al. 2010; OhEocha 2000; Rahman, Deros, and Rose 2013). All of the companies analysed are
visibly committed to their workers, contributing to their training and welfare, and they expect their workers to return the
commitment. Respect for people is also reected in respect for the community in which they operate. Companies
perform activities related to reducing energy and material consumption and decreasing environmental impact, to improve
the region in which they operate. They also hold social activities with families of employees, to make the company
visible as part of their lives and to develop a long-term commitment with them.
Leadership is a very important factor in 5S, just as it is in other quality or improvement system implementation (Ho
1998; Larsson, Backstrom, and Wiklund 2009; Withanachchi et al. 2007). The leaders that were interviewed are rm
with the rules, while at the same time they encourage and care for their employees. Leadership development, with the
support of continuous improvement activities, enhances the professional development of workers. An important
characteristic of these leaders is patience with the expected results; they have the clear idea that results will come as a
consequence of motivating their people.
In all companies visited, these principles are supported by two fundamental rules: consistency in message and
patience with the results. Although leaders and managers are convinced that the results do not need to be immediate,
the process is continuous and the effort must be constant. Patience is needed to continue motivating, training and
continuously improving.
As Holweg states (2007), lean practices such as 5S are not culturally bound to Japan, and they are indeed trans-
ferable to other countries and organisations. Although Japanese culture helps to establish the basis of cleanliness and
order in a company, there are certain principles behind Japanese management practices which can be promoted in
companies located in different countries. Leaders should build an organisational culture which includes these princi-
ples in order to develop a path towards continuous improvement, and they should be clear and consistent with the
principles.

7. Conclusions and future research

This paper explores management practices adopted by some of the best manufacturers located in the south of Japan,
and their relation to 5S. The study shows that 5S principles are present in Japanese companies activities and
management practices, and that they facilitate the successful implementation of improvement methodologies in
companies. Japanese values such as mutual respect, loyalty, teamwork and professional development are often found as
the basis of managerial policies in companies. Because of those widely shared values, it is easier to encourage employee
participation and commitment in those companies. However, these principles can be adopted by companies in other
countries through the application of the principles and practices observed in this research: promoting kaizen group
activities, career development through training programmes, and respect and care for peoples comfort and safety, and
establishing non-negotiable and clear rules. These principles should be applied through worker recognition and training
on the one hand, and through steady, patient and consistent leadership on the other.
 International Journal of Production Research 4585

Because this is a case study of ve established Japanese companies, it is also a limited study. Therefore, more case
studies should be carried out to conrm the use of these practices and principles in different companies. More
case-study research could be done in similar companies located in Western countries to explore whether these principles
have also been adopted, and if so, whether the companies use them in a similar management style.
To conclude, we propose the development of methodologies and tools for facilitating the adoption of 5S principles
in companies operating in different countries where these fundamentals are not so common. The development of
programmes to help workers change their habits and behaviour towards order, cleanliness and the improvement of their
workplace could contribute to a more successful application of improvement methodologies.

Acknowledgement
The authors would like to thank Makoto Investments and especially Brad Schmidt for their valuable help in accessing companies and
facilitating this research.

Funding
This work was supported in part by the Diputacion Foral de Gipuzkoa, under SENDOTUZ Program, Project 2011-DIP1-000025-01.

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