Co esponding au ho : V. Seema
Copy igh © 2025 Au ho (s) e ain he copy igh o his a icle. This a icle is published unde he e ms o he C ea i e Commons A ibu ion Liscense 4.0.
A s udy on implemen a ion o 5’s in XYZ oil seal p oduc ion company Madu ai
V. Uma Maheshwa i 1, G. S idha 2, V. Seema 3, G. Si a aja 4 and H. Samuel Tha a aj 5
1 S . An ony,s A s and Science College o Women, Thama apadi, Dindigul, Tamil.
2 Resea ch Schola , Depa men o Ru al Indus ies and Managemen , The Gandhig am Ru al Ins i u e, Deemed o be
Uni e si y,Gandhig am, Tamil Nadu, India.
3 Assis an P o esso , Depa men o Ru al Indus ies and Managemen , The Gandhig am Ru al Ins i u e, Deemed o be
Uni e si y, Gandhig am, Tamil Nadu, India.
4 Depa men o Business Adminis a ion, Thiaga aja College, Madu ai, Tamil Nadu, India.
5 Associa e P o esso , Depa men o Ru al Indus ies and Managemen , The Gandhig am Ru al Ins i u e, Deemed o be
Uni e si y, Gandhig am, Tamil Nadu, India.
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(02), 2240-2250
Publica ion his o y: Recei ed on 27 Ma ch 2025; e ised on 05 May 2025; accep ed on 07 May 2025
A icle DOI: h ps://doi.o g/10.30574/wja .2025.26.2.1241
Abs ac
This pape p esen s an in-dep h explo a ion o he 5S me hodology: So , Se in O de , Shine, S anda dize, and Sus ain
which has been widely adop ed ac oss indus ial and se ice o ganiza ions o wo kplace managemen . O igina ing
om he Toyo a P oduc ion Sys em in Japan, 5S aims o op imize e iciency, imp o e p oduc i i y, educe was e, and
enhance wo kplace sa e y. The s udy examines how hese p inciples con ibu e o ope a ional success, wi h a pa icula
ocus on hei impac on wo kplace o ganiza ion, p oduc i i y, and employee mo ale. Da a collec ed om 120
employees a XYZ Limi ed h ough s uc u ed in e iews e eal high le els o engagemen in 5S ac i i ies, wi h
signi ican imp o emen s in wo kspace e iciency, cleanliness, and o de liness. Co ela ion analysis indica es weak
ela ionships be ween demog aphic ac o s, such as age and educa ion, and pa icipa ion in 5S ini ia i es, sugges ing
ha he me hodology's e ec i eness is la gely independen o hese a iables. The indings unde sco e he impo ance
o sus ained 5S p ac ices o long- e m o ganiza ional imp o emen .
Keywo ds: House Keeping Techniques; 5 S; TQM; Lean and Six Sigma
1. In oduc ion
The i e S's s and o "So ," "Se in o de ," "Shine," "Sus ain," and "S anda dized." Japanese indus ial enginee s Taiichi
Ohno and Eiji Toyoda c ea ed he Toyo a P oduc ion Sys em in 1995 (Co iglioni e al., 2020; Kuma e al., 2015), and
he 5S is an enla ged s udy o ha sys em. A e ha , Sakichi Toyoda, he a he o he Japanese indus ial e olu ion,
and his son Kiichi o collabo a ed wi h Taiichi Ohno o de elop 5S (Wada, 2020). Shipbuilde s in Venice employed a
simila idea in he six een h cen u y. The ship was cons uc ed using excellen p ocess p oduc ion du ing he assembly
p ocess. Ins ead o aking days o inish he p ocess, hey inished i in hou s. In he end, he idea e ol ed in o he
me hodology.The 5S Sys em has since g own and is now inco po a ed in o lean manu ac u ing, Jus -In-Time (JIT)
p ocesses, and To al P oduc i e Main enance (TPM) (Bu awa , 2019; Kuma & Tha a aj, 2015; Sen hilkuma &
Tha a aj, 2014). Two amewo ks we e p o ided la e o implemen ing he 5s me hodology. Osada p o ided he
o me , and Hi oyuki Hi ano e en ually p esen ed he la e . Acco ding o Osada, main aining discipline in ins uc ion
and aining aises bo h he calibe o wo k and s anda ds(Tha a aj, n.d.). A s uc u e was assigned by Hi oyuki Hi ano
o imp o e he p og ams in a ew ways.
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(02), 2240-2250
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• Sei i (So ): This s age in ol es di e en ia ing be ween necessa y and unnecessa y i ems in he wo kspace.
Unneeded i ems a e disca ded o eloca ed, eeing up aluable space and elimina ing clu e
• Sei on (Se in O de ): He e, he ocus is on es ablishing a designa ed place o e e y ool, ma e ial, and
equipmen . This ensu es easy access, educes was ed ime sea ching, and p omo es a sense o o de .
• Seiso (Shine): Main aining a clean and hygienic wo k en i onmen is pa amoun . This s age emphasizes
egula cleaning and upkeep, os e ing a sense o owne ship and esponsibili y among employees.
• Seike su (S anda dize): The goal is o es ablish bes p ac ices and p ocedu es o main aining he
• o ganized s a e achie ed in he p e ious s ages. This includes c ea ing isual aids, checklis s, and clea
communica ion channels.
• Shi suke (Sus ain): Building a cul u e o con inuous imp o emen is c ucial o long- e m success. This s age
in ol es ongoing moni o ing, e alua ion, and e inemen o he 5S p ac ices, ensu ing hei ongoing
e ec i eness.
1.1. The Link Be ween 5s And P oduc i i y
By implemen ing 5S, o ganiza ions can expec o eap signi ican bene i s in e ms o p oduc i i y pe o mance. He e's
how:
• Reduced Was e: Elimina ing unnecessa y i ems and s eamlining p ocesses minimizes was ed ime, e o , and
esou ces.
• Imp o ed E iciency: Easy access o ools and ma e ials ansla es o less ime spen sea ching, leading o
as e ask comple ion and inc eased ou pu .
• Enhanced Sa e y: A clean and o ganized wo k en i onmen minimizes he isk o acciden s and inju ies.
• Boos ed Employee Mo ale: Wo king in a well-main ained and o ganized space os e s a sense o p ide and
owne ship among employees, leading o inc eased mo i a ion and engagemen .
• S anda dized P ac ices: Es ablished p ocedu es ensu e consis ency and quali y in he execu ion o asks.
Objec i es
• To analyze he exis ing implemen a ion o 5S me hodology.
• To assess he impac o 5S on p oduc i i y pe o mance.
1.2. Sou ces o Da a
1.2.1. P ima y da a
P ima y da a has been collec ed om employees o XYZ limi ed wi h he help o s uc u ed in e iew me hod.
1.2.2. Sampling Size
Da a collec ed om he employees o XYZ limi ed, Madu ai. The o al popula ion is 300. The sample size selec ed is 120
esponden s.
2. Re iew o li e a u e
Acco ding o (Ghod a i & Zulki li, 2013) in his s udy in hei esea ch “The Impac o 5S Implemen a ion on Indus ial
O ganiza ions’ Pe o mance”. The s udy on he impac o 5S implemen a ion on indus ial o ganiza ions' pe o mance
u ilized a su ey me hod o collec da a om i e o ganiza ions. The esul s indica ed a subs an ial imp o emen in
o ganiza ional pe o mance a e 5S implemen a ion, wi h a 63% imp o emen in go e nmen al o ganiza ions and a
51% imp o emen in p i a e o ganiza ions. The s udy ecommends u u e esea ch on compa a i e 5S e ec s,
implemen a ion equi emen s, and success ac o s o o ganiza ions. This sugges s ha 5S has a posi i e impac on
o ganiza ional pe o mance and highligh s he need o u he in es iga ion in o i s e ec s and implemen a ion
s a egies.
Acco ding o (Wani & Shinde, 2021) in his s udy in hei esea ch “The Pe o mance E alua ion o Manu ac u ing
Indus ies by Using 5S Techniques”. The e alua es he implemen a ion o 5S echniques a Tanmay Sales Co po a ion
in Nagpu , India, aiming o imp o e e iciency and p oduc i i y in manu ac u ing. Quan i a i e da a shows a 89.29%
inc ease in p oduc i i y, wi h 150,000 pics p oduced a a a e o 400 pic/min. The s udy sugges s be e space
u iliza ion, p e en ion o ool misplacemen , imp o ed employee discipline, enhanced in e nal communica ion, and
human ela ions.
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(02), 2240-2250
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Acco ding o (Ojha e al., 2023) in his s udy in hei esea ch “Implemen a ion O 5s P ac ices In The Company”. The
Quan i a i e da a om a ious s udies demons a e he posi i e impac o implemen ing 5S p ac ices, including cos
educ ion, inc eased e iciency, and imp o ed sa e y. To enhance implemen a ion success, o ganiza ions should
p io i ize con inuous aining, e ec i e communica ion s a egies, and s ong managemen suppo . These measu es
can help o e come ba ie s like esis ance o change and ensu e sus ained bene i s om 5S implemen a ion in
imp o ing o e all o ganiza ional pe o mance.
Acco ding o (Sa i & Adam, 2019) in his s udy in hei esea ch “E alua ing he E ec i eness o 5S Implemen a ion in
he Indus ial Sec o ” in COLDAIR Enginee ing Company, inding a signi ican imp o emen in wo k low e iciency,
wo kplace en i onmen , and ope a ional pe o mance. Quan i a i e da a, including Chi-squa e es alues and median
sco es, suppo ed he e ec i eness o 5S implemen a ion. The s udy ecommends u he esea ch on he applica ion
o 5S in a ious sec o s and i s media ing ole in occupa ional heal h and sa e y.
Acco ding o (Ojeda-Sa a e al., 2021) in his s udy in hei esea ch “P oduc i i y Imp o emen in Vishal Ag o Indus y
Khu ai h ough 5S Me hodology” has esul ed in signi ican imp o emen s, including educed wo ke absen eeism,
enhanced eam spi i and discipline, and inc eased ope a ion e ec i eness. The Implemen a ion has also led o a be e
wo king a mosphe e, imp o ed sa e y, and educed inju ies and ma e ial slips. The 5S app oach has posi i ely impac ed
p oduc i i y, e iciency, and employee mo ale, as e idenced by quan i a i e da a and case s udies. The documen
sugges s ha he 5S me hodology can be bene icially applied o a ious indus ies, including small-scale manu ac u ing,
o achie e simila posi i e ou comes.
Acco ding o (Sunny & Anu, 2018) in his s udy in hei esea ch “Li e a u e Re iew on E alua ion o 5 ‘S’ Con o mi y in
Cons uc ion Si es”. The li e a u e e iew on he e alua ion o 5S con o mi y in cons uc ion si es highligh s he posi i e
impac o 5S implemen a ion on wo kplace quali y, p oduc i i y, sa e y, and o ganiza ional pe o mance. S udies show
ha 5S leads o consis en quali y imp o emen s, cos op imiza ion, enhanced p oduc i i y, and imely deli e ies. The
e iew emphasizes he uni e sal applicabili y o 5S ac oss a ious sec o s and o ganiza ions, making i an essen ial ool
o sus ained o ganiza ional g ow h and de elopmen .
Acco ding o (Gup a, 2022) in his s udy in hei esea ch “A Re iew on Implemen a ion o 5S o Wo kplace
Managemen ”. The documen p o ides a comp ehensi e e iew o he implemen a ion o he 5S me hodology in a ious
o ganiza ional se ings, including manu ac u ing, se ice sec o s, and e ia y indus ies. I highligh s he posi i e
impac o 5S on p oduc i i y, was e educ ion, and wo kplace sa e y. The pape also emphasizes he challenges and
ecommenda ions o sus aining 5S, including he po en ial ex ension o 5S o 6S wi h he inclusion o sa e y and he
need o sus ainabili y in e en ions.
Acco ding o (Radzali & Thomas, 2020) in his s udy in hei esea ch “Assessmen on 5S App oach S a egy o Small
Medium En e p ise (SME): A Case S udy in Sabah".
The implemen a ion o he 5S plan a esul ed in a ema kable inc ease in employee sa is ac ion sco es om 2.7 o 4.3
o e h ee mon hs. This imp o emen signi ies a boos in wo kplace mo ale and p oduc i i y. To main ain hese posi i e
esul s, con inuous moni o ing, aining, and employee engagemen p og ams a e ecommended o ensu e sus ained
adhe ence o 5S p inciples and u he enhance ope a ional e iciency.
Acco ding o (Randhawa & Ahuja, 2018) in his s udy in hei esea ch “5S me hodology and i s con ibu ions owa ds
manu ac u ing pe o mance: A Re iew”. The ounds o signi ican ly imp o e sa e y, p oduc i i y, e iciency, mo ale, and
housekeeping in indus ial o ganiza ions. S udies ha e shown ha he success ul implemen a ion o 5S leads o educed
was e, imp o ed quali y, and inc eased employee engagemen . To ensu e e ec i e 5S implemen a ion, i is c ucial o
ha e s ong op managemen commi men , clea communica ion, and ongoing aining o all employees. I is
ecommended ha o ganiza ions in eg a e 5S ini ia i es wi h hei o e all s a egic objec i es and os e a cul u e o
con inuous imp o emen .
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3. Resul s and discussion
3.1. Pe cen age analysis
Table 1 Depa men s
S. No
Depa men
F equency
Pe cen
1
P oduc ion
86
71.7
2
Quali y con ol
29
24.2
3
Main enance
5
4.2
To al
120
100.0
Figu e 1 Depa men o esponden s
Among he o al numbe o 120 pa icipan s 73% o esponden s a e P oduc ion depa men , 24% o esponden s a e
Quali y con ol depa men , 3% o esponden s a e Main enance depa men .
Table 2 Fo mal aining on 5s me hodology
S. No
Fo mal aining on 5S me hodology
F equency
Pe cen
1
Yes
119
99.2
2
Maybe
1
.8
To al
120
100.0
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(02), 2240-2250
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Figu e 2 Fo mal aining on 5s me hodology
INFERENCES: Among he o al numbe o 120 pa icipan s 99% o esponden s a e Yes wi h o mal aining on 5s
me hodology, 1% o esponden s a e Maybe wi h o mal aining on 5sme hodology o Employees.
Table 3 Pa icipa e in 5s ac i i ies o ganizing wo kspace
S. No
Pa icipa e in 5S ac i i ies o ganizing wo kspace
F equency
Pe cen
1
Daily
116
96.7
2
Weekly
2
1.7
3
Ne e
2
1.7
To al
120
100.0
Figu e 3 Pa icipa e in 5s ac i i ies o ganizing wo kspace
INFERENCES: Among he o al numbe o 120 pa icipan s 96% o esponden s a e
Daily,2%o esponden sa eWeeklyand2%o esponden sa eNe e o Pa icipa ein5Sac i i ieso ganizingwo kspace.
Wo ld Jou nal o Ad anced Resea ch and Re iews, 2025, 26(02), 2240-2250
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Table 4 Cu en wo kspace e icien
S. No
Cu en wo kspace e icien
F equency
Pe cen
1
Yes
118
98.3
2
Maybe
2
1.7
To al
120
100.0
Figu e 4 Cu en wo kspace e icien
INFERENCES: Among he o al numbe o 120 pa icipan s 98% o esponden s a e Yes, 2% o esponden s a e Maybe
o Cu en wo kspace e icien .
Table 5 Wo kplace cleanliness and o de liness checked and main ained
S. No
Wo kplace cleanliness and o de liness checked and main ained
F equency
Pe cen
1
Daily
120
100.0
To al
120
100.0
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Figu e 5 Wo kplace cleanliness and o de liness checked and main ained
INFERENCES: Among he o al numbe o 120 pa icipan s 100% o esponden s a e Daily wi h wo kplace cleanliness
and o de liness checked and main ained.
Table 6 Designa ed places o ools and ma e ials in wo k a ea
S. No
Designa ed places o ools and ma e ials in wo k a ea
F equency
Pe cen
1
Yes
120
100.0
To al
120
100.0
Figu e 6 Designa ed places o ools and ma e ials in wo k a ea
INFERENCES: Among he o al numbe o 120 pa icipan s 100% o esponden s a e Yes wi h designa ed places o
ools and ma e ials in wo k a ea.
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Table 7 Unnecessa y i ems emo ed
S. No
Unnecessa y i ems emo ed
F equency
Pe cen
1
Daily
120
100.0
To al
120
100.0
Figu e 7 Unnecessa y i ems emo ed
INFERENCES: Among he o al numbe o 120 pa icipan s 100% o esponden s a e Daily wi h unnecessa y i ems
emo ed.
Table 8 Visual managemen ools such as signs o labels
S. No
Visual managemen ools
such as signs o labels
F equency
Pe cen
1
Yes
120
100.0
To al
120
100.0
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Figu e 8 Visual managemen ools such as signs o labels
INFERENCES: Among he o al numbe o 120 pa icipan s 100% o esponden s a e Yes wi h isual managemen ools
such as signs o labels.
3.2. Co ela ion analysis
Co ela ion also known as bi a ia e. I s p ima y aim is o de e mine whe he he e is a ela ionship be ween a iables
and hen assess i s s eng h and di ec ion (posi i ely co ela ed o nega i ely co ela ed.
3.2.1. Gende and mo i a ed a e you o pa icipa e in 5s ac i i ies
Table 9 Co ela ion ma ix o gende s mo i a ed a e you o pa icipa e in 5S ac i i ies
Gende
Mo i a ed a e you opa icipa ein5Sac i i ies
Gende
1
.180*
Mo i a eda eyou opa icipa ein 5S ac i i ies
.180*
1
Since he alue o co ela ion o Gende and Mo i a ion a e you o pa icipa e in 5S ac i i ies is 0.180. The e a e Ve y
weak posi i e ela ionship be ween Gende and Mo i a ion a e you o pa icipa e in 5S ac i i ies.
3.2.2. Age and mo i a ed a e you o pa icipa e in 5s ac i i ies
Table 10 Co ela ion ma ix o age s mo i a ed a e you o pa icipa e in 5S ac i i ies
Age
Mo i a ed a e you o pa icipa e in 5S ac i i ies
Age
1
-.218*
Mo i a ed a e you o pa icipa e in 5S ac i i ies
-.218*
1
Since he alue o co ela ion o Age and Mo i a ion a e you o pa icipa e in 5sac i i ies is -0.218. The e is a weak
nega i e ela ionship be ween Age and Mo i a ion a e you opa icipa ein 5S ac i i ies
