Application of the 5S Technique of Lean Manufacturing to Organize a Laboratory Space and Enhance Productivity Towards a Green University ^†

Abstract

Lean manufacturing emphasized reducing waste and improving efficiency, with the 5S methodology, Seiri (Sort), Seiton (Set in Order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain) as key tools. This study explored 5S implementation in a laboratory of a university, which initially suffered from disorganization, inefficiencies, and wasted resources. The intervention involved data collection, discussions with lab technicians and students, and layout mapping. After applying the first 4S steps, the lab realized marked improvements in organization, cleanliness, and workflow. Designated storage improved space use, while time-motion studies showed an average 78.6 s reduction in activity times, saving 632 s weekly. A 54% efficiency enhancement has also been achieved. The successful implementation created a safer and more efficient lab environment. The final step, Shitsuke, ensured sustained improvements through training, cleaning schedules, and time management tools. This paved the way towards a green university.

1. Introduction

Organizations worldwide are constantly striving to attain sustainability through various tools and techniques. Lean manufacturing, an important industrial engineering technique, is one of them. By eliminating all types of waste and achieving continuous improvement, Lean can help organizations to support people, planet, and profit. Not only commercial and industrial organizations, but also the service sector, benefit from implementing Lean principles. Poka-Yoke, 5S, value stream mapping, PDCA, etc., are some of the important Lean tools [1,2]. These tools can also be integrated with other industrial engineering techniques like Kanban, Kaizen, total productive maintenance, Six Sigma, and total quality management, etc. Digital technologies and green techniques intervention in Lean are also in trend these days.

The proper organization of any workplace is essential for operational effectiveness by reducing waste, increasing productivity and efficiency, and improving safety. During the last decade, using industrial engineering tools to improve productivity, minimize waste, and organize information flow has been popular [3,4]. Industrial engineering has emerged as a vital discipline for optimizing complex systems and processes to enhance operational effectiveness and efficiency. Its tools and techniques have found successful application across various industries, and their potential benefits extend to the educational settings as well [5,6].

The Japanese technique that gave rise to the 5S (Seiri, Seiton, Seiso, Seiketsu, Shitsuke) methodology has attracted a lot of interest around workplace efficiency. To increase efficiency and decrease waste, several businesses have embraced this systematic strategy, which consists of Sort, Set in Order, Shine, Standardize, and Sustain [5]. The systematic removal of unneeded things during the Sort phase contributes to less clutter and a more organized workspace. After that, the Set in Order step concentrates on positioning necessary items for quick access, optimizing productivity. Additionally, the Shine phase stresses the value of upkeep and cleanliness in maintaining an orderly environment and lowering the likelihood of equipment failure and safety issues. In order to promote consistency and minimize errors in task performance, standardization, the fourth S, requires the implementation of explicit procedures and visual controls. Last but not least, Sustain represents the commitment to long-term upkeep of the obtained changes, necessitating employee participation and continual oversight [7,8]. In other words, Seiri (Sort) would clean the workplace of all unneeded items, while Seiton (Set in Order) would have things organized such that anything is available to use immediately. This method of organization helps reduce wasted motion and improves workflow [9]. Seiso (Shine) means keeping the workplace clean and in order, which is helpful for the environment and principally allows early detection of defects or potential problems. Seiketsu means standardization of the concept of cleanliness and organization by setting a standard, which is observed throughout the operation. Shitsuke means to sustain and integrate the first four steps into daily work to make 5S a lasting practice among employees and not a sometimes practice.

Without 5S, it is difficult for organizations to have well-defined operating procedures, an improved working environment, and production of quality goods and delivery of quality services. The 5S methodology also encourages continuous improvement and discipline within the work culture. Each of these five pillars forms part of a greater scheme in which productivity and safety are the most important to avoid wasting time looking around for any tool or material, and to reduce all kinds of errors. The following barrier points prevent the full benefits of the 5S methodology:

• Insufficient interest from senior management.
• Inability of top management to foster and support teamwork initiatives.
• Limited availability of necessary resources.
• Lack of efficient communication channels within the organization.
• Low employee motivation.
• Inadequate training provided to employees.
• Absence of a Kaizen mindset and teamwork culture among employees.
• Some employees perceive that their primary responsibility is productivity rather than organization and cleanliness.

It essentially requires active participation from top management, improved teamwork and coordination, and effective training for the success of 5S and Lean implementation.

After realizing the barriers to 5S implementation and the benefits of overcoming them, it comes to implementing the 5S. The important steps for implementing the 5S program are as follows:

The following steps outline the process for successfully implementing a 5S program:

• Secure commitment from top management.
• Educating everyone on 5S principles.
• Develop a promotional campaign.
• Maintain records.
• Provide 5S training for implementation.
• Assess the 5S program’s effectiveness and conduct regular audits.

2. Literature Review

Some of the important past attempts at implementing 5S for various setups are discussed here as under.

The 5S methodology has emerged over the years as a systematic approach to workplace organization to enhance efficiency, productivity, and safety in a variety of industries. Evidence supporting the framework of 5S includes successful implementations in a multitude of contexts. One of the important cases belongs to the automotive industry, where a remarkable improvement in productivity and workflow in the form of organized tools and materials, faster searching, and clutter reduction was reported after using 5S [10]. In a manufacturing plant, the implementation of 5S helped to improve safety measures as well as to align the production process and showed a significant reduction in the waste of materials. These results show the wide scope and advantages of the 5S methodology when applied to production systems. An important study proved that the 5S principles implemented in an SME demonstrated the successful accomplishment of 18% improved overall operational efficiency, pointing toward the flexibility in applying the same concept to smaller-scale operations [11]. The 5S methodology impacted SME operations regarding downtime and inventory costs, mainly in reducing the need for advanced equipment and software upgrades. The study highlighted this finding: 5S’s adaptability to various operational scales highlights its versatility in industrial applications [12]. A case study related to the implementation of 5S in healthcare led to better organization of medical supplies and equipment, which resulted in faster response times during emergencies [13]. The 5S methodology has the potential to enhance efficiency and create safer, more streamlined work environments across diverse industries, as demonstrated in this example. According to Shahriar et al. [14], 5S is a cleaning tool that fosters cleaner production in a methodical manner by eliminating waste. It ensures a neat and clean workplace and illuminates the work floor. It provides a disciplined, clean, and well-organized environment. Choomlucksana et al. [15] successfully achieved a significant reduction of 62.5% in processing time for sheet-metal operation after incorporating Lean tools 5S, visual control, and Poka-Yoke. An important work highlighted the enhancement of the industrial safety aspect, as well as a 68% increase in productivity after implementing 5S in a pump manufacturing industry [16]. Another study where the inspection department of a forging industry reported a 40% time saving and reduction in waste after implementing the 5S technique [17].

The implementation of 5S is not limited only to industrial setups but also extended and attempted in various service sectors and institutions. An investigation conducted on the adoption of the 5S technique in the laboratories of a university found improvement in neatness and cleanliness as well as better utilization of workspace and equipment [18]. Jimenez et al. [19] employed 5S in industrial engineering laboratories. They observed that the laboratory became more spacious, well-organized, clean, and tidy following the implementation. They discovered a considerable reduction in errors and accidents, a 30% reduction in practice preparation time, movements, and waste transfer; and savings of 100 h per year in practices. It was highlighted that 5S should be viewed as a continual activity rather than a one-time undertaking.

3. Problem Statement and Objectives

Unorganized workspaces often lead to increased inefficiencies, unnecessary inventory, improper equipment storage, waste generation, extended setup times, and a higher risk of accidents. These issues were particularly evident in the Mechanical and Industrial Technology Polymer Composites Laboratory at the university. That particular laboratory was overcrowded, with limited space for movement, causing students to struggle in locating tools and completing their experimental projects effectively. Tasks often extended beyond the available workspace, leading to delays and reduced productivity. Addressing these challenges required a systematic approach, and the 5S methodology was identified as the most suitable lean manufacturing tool for organizing and maintaining the lab and contributing towards shaping a sustainable university.

The main objectives of the present work are as follows:

• To identify sources of waste in a disorganized lab environment.
• To successfully implement the 5S methodology to reduce waste, improve workflow, and maintain a clean and organized workspace.
• To implement visual management to enhance workflow transparency and improve lab efficiency.
• To remove identified inefficiencies to finally improve the efficiency of the lab.
• To provide recommendations for labs on effectively implementing lean manufacturing techniques to optimize their operations.

4. Methodology

Considering the possible significant benefits of the 5S technique, it has been adopted in the present work. By implementing the 5S methodology in the disorganized lab, an attempt has been made to enhance efficiency and productivity. To achieve the first objective, which in this case was to identify sources of waste in a disorganized lab environment. In order to better understand and tackle the underlying causes of inefficiency, the “5 WHYs” technique was employed, which is an iterative method used to identify the root causes of a problem. The 5 WHYs approach allowed for the following ways to explore why issues such as improper storage, clutter, and unnecessary inventory persisted in the lab:

• Why did this happen? The lab suffered from low storage density, clutter, and a dangerous environment for occupants.
• Why did this arise within the lab? There was no system for cleaning or removing unnecessary items.
• Why were procedures not being changed? No standard operating procedures existed to maintain cleanliness or organization.
• Why has no new system been implemented? Establishing such a system is a difficult task without proper guidance.
• Why is it difficult to organize the lab? Success requires the implementation of structured lean tools like 5S, which had not yet been introduced.

To achieve the second objective, which in this case was to implement lean manufacturing tools, specifically the 5S methodology, to reduce waste, improve workflow, and maintain a clean and organized workspace, and to achieve further objectives, the overall methodology adopted and steps followed are shown in Figure 1a,b.

The study was conducted in the lab, which falls under one of the engineering departments of a university and serves as a workspace for various research and academic activities. The focus of the study was on implementing the 5S methodology and aimed at improving organization, efficiency, and cleanliness. The lab, characterized by significant disorganization, provided an ideal setting to apply and evaluate the effectiveness of 5S principles. A mixed method was used to collect data in the laboratory, which included quantitative and qualitative data methods. Sequential explanatory approaches were followed, whereby detailed information was gathered. For information collection and visual management, cameras to take pictures, a box to store unnecessary tools, Draw.io to create the layout of the lab, and a stopwatch to record the time were used.

Figure 2 illustrates the condition of the lab before 5S implementation. It shows how disorganized the lab was before 5S was put in place.

Firstly, a layout visualization was conducted to assess the current state of the lab before implementing Sort (Seiri). This involved mapping out the workspace, identifying areas of clutter, and evaluating the accessibility of tools and materials, which allowed us to capture baseline data for comparison after the 5S process. It was also accompanied by a time study where the time taken to accomplish some specific tasks was measured, and efficiency was calculated to analyze the workspace arrangement. Moving on from the Sort, we moved over to the Set (Seiton) phase, where materials were arranged so they are easy to find and use. Then moved over to Shine (Seiso), where the workspace was cleaned up to keep it safe and tidy. After that, for Standardize (Seiketsu), the routines and rules to maintain organization were established. The process then moved to the final phase, known as Sustain (Shitsuke), where the steps were followed daily as regular practice. Under Set (Seiton), it was ensured that tools and materials are placed in a way that minimizes time spent searching for them, promoting a smoother workflow.

4.1. Implementation of Seiri

The following steps were followed to implement Seiri

• Step 1
  • All tools, equipment, and materials in the lab were evaluated and categorized based on their utility. The items were divided into three groups: items essential for current projects, items that could be used but were not currently needed, and broken, obsolete, or unnecessary items.
  • Items that were broken or outdated were marked for removal, while those still functional but not needed were temporarily set aside for storage in another location.
• Step 2
  • Some items like basin, cabinet door, and glasses, while in good condition, did not belong to the lab under investigation due to their irrelevance to ongoing projects. These items were sorted and relocated to designated storage areas of which in this case was floor storage.
• Step 3
  • Once all non-essential items such as extra small tables and chairs were removed, the remaining equipment and tools were placed in a signeted areas for better arrangements to create a cleaner and more spacious environment. This allowed for easier movement and improved the overall workflow for students and lab staff.
• Step 4
  • The necessary materials were placed on the table for easy reach, and the less used materials were placed on the floor and the one that are to be removed from the lab were placed outside.

We were then able to move to the next step of which was to implement the seiton.

4.2. Implementation of Seiton

After completing the Seiri phase, the next step was Seiton. With the unnecessary items removed during Seiri, organizing the remaining tools and materials became more straightforward. This stage focuses on organizing the lab in a way that allows for efficient access and return of tools and equipment to their rightful location.

The implementation steps for Seiton in the lab was as follows:

• Step 1

We started by identifying specific locations for each category of equipment, ensuring that frequently used items were easily accessible, while less frequently used tools were stored in designated areas.

• Step 2

Items such as the grinder, cables, beakers, chairs, and carbon fiber materials were moved to their proper locations, categorized according to their usage and function.

• Step 3

The locker cabinets were then organized by separating useful items from those that were no longer needed. Tools and materials in the cabinets were further divided into different zones for better clarity and efficiency.

• Step 4

With everything placed in order, it became apparent that certain materials and tools were occupying valuable storage space without serving any real purpose. These items were labeled and set aside for future reassessment or disposal.

4.3. Implementation of Seiso

The Shine implementation phase focuses on thoroughly cleaning and organizing the workspace to ensure it is not only visually clean but also free from potential hazards and inefficiencies. The following steps were taken:

• Step 1

We began by organizing the cleaning materials and ensuring that the appropriate chemicals were available, as different students use various types of chemicals in their lab work.

• Step 2
  • After the cleaning equipment had been organized, we then started sweeping the floor using a broomstick and picking up the plastics and pieces of paper on the floor.
  • After sweeping the floor, we then used a mop to mop the floor, ensuring that the floor is clean and efficient.
  • We dusted the tables and windows to make sure the lab was clean and in good condition.
• Step 3
  • After completing the cleaning procedure, the lab felt like a completely different space. The entire workshop was spotless, with everything looking bright and fresh. There was no trace of dust or stains, and the air was filled with a clean, refreshing scent. The space now felt more open and organized, giving the workshop a new, more welcoming atmosphere for all who work there.
• Step 4

The condition of the lab before the cleaning took place. The lab was very dirty, and there was dust everywhere, making it difficult for students and workers to work efficiently, and the condition of the lab was not suitable for students to spend more time in the lab. Therefore, everyone was forced to work at a fast pace, increasing the chances of making errors.

4.4. Implementation of Seiketsu

After completing the Sort, Set, and Shine phases, the lab was organized and cleaned to ensure optimal efficiency by implementing Seiketsu (Standardization). The following were the important steps:

• Step 1
  • In the Seiketsu phase, material and tools are standardized in the lab by designating specific areas for all items that are still in use.
  • This step involved more than just assigning places; it was about creating a consistent, efficient system.
  • We realized that some additional materials were required to properly implement this standardization, so we carefully planned and analyzed what would work best for this lab setup.
• Step 2
  • The materials used for Seiketsu included plastic bins for organizing small tools like screws, tools, and small equipment that were not used.
• Step 3
  • Any misplaced or unidentified materials were tagged and relocated to their proper spots.
  • The most important and frequently used items were placed in easily accessible areas, making it simple to find and use them when needed.

4.5. Implementation of Shitsuke

After successfully completing the 4S phases, the lab was properly arranged and cleaned before implementing Shitsuke (Sustain). The cleaning and arrangement of the lab was followed by a post-implementation time study and efficiency evaluation. The next step is to establish the habit of following these steps daily to maintain a clean and organized lab. To ensure long-term success, training was provided to ensure that all lab users are aware of the rules and expectations. The following three steps were implemented to sustain the improvements:

• Step 1

Notify all students and workers about the importance of keeping the lab organized.

• Step 2

Display before-and-after pictures of the lab to illustrate how it should be maintained.

• Step 3

Provide a 5S schedule for students and workers to follow after using the lab.

5. Results and Discussion

Figure 3 shows the layout, i.e., the structure of the arrangement of equipment and materials in the lab after conducting visualization, before the 5S implementation. It also shows the movement of people and material within the lab. In Figure 3, the line and arrows show how people move from one place to another; in this case, students and workers move from the table where the orange line starts to where the arrow points. They move to fetch the tools needed to perform the project, as all the materials are stored in the cabinets. Where the green line ends are the locations where the powders and resources are stored; they are stored far from the table where the experiments are performed. The black line shows how the workers move to plug in electrical tools that are needed for the experiment, and the dark green line shows how they move electrical equipment to the middle table when tasks are being performed.

Table 1. Time to complete the task before 5S.

Activity	Before (s)
Reaching for the cabinets	74
Searching for equipment	240
Walking to the workstation	90
Arranging tools at the workstation	180
Returning tools to their location	110
Cleaning the workstation after use	150
Fetching materials from storage	95
Setting up equipment for a task	130
Total	1069

presents the time recorded before the 5S implementation to complete a specific task in the lab.

Based on the time study data, the efficiency before the implementation of 5S was calculated as follows:

The expected time to complete a task in the lab was 400 s

Efficiency = (Expected time ÷ Actual time) × 100%

Efficiency = (400 ÷ 1069) × 100%

Efficiency = 37.42%

The implementation results for all 5Ss are discussed below.

The images in Figure 4 show the lab after the Sort (Seiri) phase, with all unnecessary materials causing clutter removed. The images in Figure 5 show the lab after the Set (Seiton) phase, with all items properly arranged for easy access and use.

Figure 6 shows the lab after the Shine (Seiso) phase, with all items cleaned and properly arranged for easy access and use. Figure 7 shows the condition of the lab after Seiketsu has been implemented. It shows that everything has been placed where it belongs, ensuring that floor storage has been utilized. The materials that are less used are placed under tables at the left corner of the lab, and frequently used items are placed on the tables, ensuring that they are easy to reach. The remaining chairs that are needed in the lab are placed orderly, ensuring that there is enough space to move around the lab.

Figure 8 presents the improved layout after the lab was properly arranged and cleaned upon implementing 4Ss. Unnecessary motions were eliminated, and materials were repositioned closer to the workstations where experiments are conducted. This has made it easier for workers and students to move freely within the lab. Additionally, the lab is now safer and more organized, reducing potential hazards for students using the space.

Table 2. Time to complete the task after 5S.

Activity	After (s)
Reaching for the cabinets	35
Searching for equipment	62
Walking to the workstation	45
Arranging tools at the workstation	80
Returning tools to their location	50
Cleaning the workstation after use	70
Fetching materials from storage	40
Setting up equipment for a task	55
Total	437

shows the results of the post-implementation time study, i.e., the time taken to complete tasks after the 4S implementation. The recorded time has been reduced, demonstrating a significant improvement in overall efficiency.

The efficiency gains following the successful implementation of the 4S methodology were calculated as:

The expected time to complete a task is 400 s

Efficiency = (Expected time ÷ Actual time) × 100%

Efficiency = (400 ÷ 437) × 100%

Efficiency = 91.5%

Therefore, a 54.08% improvement in efficiency has been achieved by 5S implementation. This schedule, prepared under Shitsuke, is given in

Table 3. 5S Schedule.

5S Tasks	Daily	Weekly	Monthly	Quarterly
Inventory review- are all the items in the lab essential
Tables and cabinets cleaning
Floor cleaning
Tools and equipment cleaned and put away
clearing dust
Ensure labels are clear and visible
Conduct 5S audits

.

The cleaning schedule is based on the 5S principle of Seiketsu (Standardize). It outlines tasks that students and workers must follow while using the lab. These tasks can be adjusted depending on the duration of lab usage. For example, if someone uses the lab throughout the week, they are required to complete both daily and weekly tasks. However, if they only use the lab for a single day, they are responsible for completing the daily tasks only. As per the schedule, tables, cabinets, tools, and consumables were to be cleaned daily, whereas floor cleaning and dust removal were to be conducted weekly.

6. Conclusions

Overall, the successful implementation of the 5S methodology has led to substantial improvements in the lab’s organization, orderliness, safety, and productivity. The changes have not only optimized the physical workspace but also enhanced operational efficiency. The following conclusions can be outlined:

• Improved lab organization and space management have been achieved by strategically placing tools and materials at their designated spots with a more efficient workflow. Further, this reconfiguration reduced the time spent searching for equipment and minimized movement between workstations, leading to a notable boost in the lab’s productivity and functionality.
• Total time taken to complete tasks before 4S implementation was 1069 s, whereas post-implementation, it was reduced to 437 s.
• A 78.6 sec improvement per task on average has been achieved by 5S implementation, as the average time per task before implementation was 133.2 s and after implementation 54.6 s. A total of 632 s per week in savings has been achieved.
• Improvement in operating efficiency with 54.08% has been achieved by 5S, as it was 37.42% before implementation and 91.5% after implementation.
• All users have been successfully trained on maintaining the labs and the importance of the implementation of 5S. Schedules related to maintaining 5S implementation were created and communicated to the users.

It was recommended that 5S should be practiced daily to prevent the recurrence of issues, weekly reviews are a must, and continuous training should be in practice to educate employees and stakeholders from time to time. The results of this study have contributed to shaping a neat, clean, and green university.