9 S Methodology (Meaning and Explanation)

We explain what the 9 S methodology in labor management is, its origin, principles and benefits. Also, how it is implemented.

the 9 s work organization — The 9 S methodology prioritizes order, commitment and eliminating the unnecessary.

What is the 9 “S” methodology?

The 9 S methodology is a work management technique that aims to achieve greater productivity with a better work environment. It is a philosophy based on organized and orderly work that aims to achieve a level of maximum quality and its impact is observed in the long term.

It originated in Japan with the Toyota brand, which set the goal of achieving a new work culture permanently. To carry it out, the commitment of the organization's management is required.

It is based on two basic rules: “start with yourself” and “educate by example”. Maintaining the new work culture is based on discipline and perseverance.

Origin of the 9 S methodology

In 1960, a Japanese methodology emerged called the “5 S philosophy.” and consisted of five principles called: seiri, seiton, six, seiketsu and shitsuke. In their translation into Spanish they mean: “separate what is unnecessary”, “place what is necessary”, “remove dirt”, “point out anomalies” and “continue improving”.

The translation of the names varies a little from one language to another, but the purposes of each principle are maintained and expressed very similarly to their original Japanese version.

Shortly after its publication, The methodology was updated to incorporate four more principles with the aim of stimulating the individual to adopt good habits as a habit (that is, to adopt the philosophy of the previous five Ss).

The new principles were called: shikari, shitsukoku, sixhoo and seido which, in their translation into Spanish, mean: “follow a line of action”, “be persistent”, “know how to coordinate” and “standardize the rules”.

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During the sixties, Eastern philosophy applied to work had a great impact on Western companies because it was a very low-cost action, it made it possible to optimize resources and save budget, reduce the number of workplace accidents and improve the quality of productivity.

The nine principles were incorporated into the worldwide quality management system, called “ISO 9001 Standard” prepared in 1947 by the International Organization for Standardization (ISO): International Standardization Organization), independent, non-governmental organization that brings together companies and organizations from around the world.

In its origins, the ISO Standard was structured in four major stages that allowed it to be implemented in any type of business and industrial activity, since it was not identified with a particular product or service. By incorporating Japanese principles, the ISO Standard gained greater recognition and became more compatible with other standards implemented in other countries.

Principles of the 9 S methodology

The methodology promotes nine principles so that they are applied constantly and can become a way of daily work. The principles are:

Seiri (separate the unnecessary) It consists of classifying objects that are not necessary or that are not used frequently and separating them to decide whether they will be stored, sold, recycled, given away or thrown away.
Seiton (place what is necessary) It consists of organizing the workspace effectively to identify the types of objects, designate a definitive place for them and save space in order to obtain what is needed in the shortest possible time.
Seiso (remove dirt) It consists of improving cleanliness from a bigger idea than just maintaining neatness. Each individual is responsible for cleaning their workspace because by cleaning abnormal situations are found and supplies are kept in good condition.
Seiketsu (signal anomalies) It consists of standardizing or maintaining the first three S's, understanding that they must be applied jointly, in order to signal and repeat the procedures so that they become customary. This makes it possible to detect or reduce possible problems.
Shitsuke (keep improving) It consists of being disciplined, that is, giving continuity and monitoring the change of habit according to the 9 S. The person who adheres to the order and control of his actions is prudent and shows that he is capable of generating quality work and that strives to improve.
Shikari (constancy) It consists of the will to remain firm in a line of action and with a positive mind towards the development of an activity. For example, by maintaining good habits in daily practice, through permanent planning and control of tasks, cleanliness, order or constant punctuality in your life.
Shitsukoku (commitment) It consists of complying with what was agreed, making every effort to fulfill it. It is an attitude that is born from conviction and manifests itself in enthusiasm every day. To be possible, commitment must be manifested at all levels of the organization.
Seishoo (coordination) It consists of a form of working together, where all individuals work at the same pace and towards the same objectives. This way of working is achieved with time and dedication, maintaining good communication between all employees.
Seido (standardization) It consists of adopting as a custom the changes that are considered beneficial for the company or those activities that contribute to maintaining an optimal work environment, through the implementation of rules, regulations or procedures.

Implementation of the 9 S methodology

the 9 s work organization principles implementation — The 9 S methodology requires the participation of management and all employees.

The implementation of the 9 S methodology requires certain factors to achieve success:

Management commitment. It implies that the board of directors of the organization actively participate by applying the principles and setting an example so that their people also get involved.
Include the 9 S's as part of the induction. It involves training employees, both current and current, so that they know and understand the goals of the organization's culture.
Participation of all staff It involves carrying out teamwork, where everyone is identified and actively participates, applying the principles of the 9 S in daily tasks.
Repeat the cycle constantly Once the expected level of quality in work management has been reached, it is not enough to maintain it, but it must be optimized and focused on continuous improvement.

Benefits of the 9 S methodology

Implementing the 9 S principles provides two types of benefits:

Tangible It represents the noticeable changes with the naked eye. For example, more free space is perceived in workshops or offices by eliminating unnecessary objects, the environments and equipment are cleaner and the time spent searching for tools and materials is reduced by arranging them in an orderly manner in their corresponding place.
Intangibles It represents changes that are not seen with the naked eye, but are perceived and have an impact on daily work. For example, it improves employees' self-esteem, increases their willingness to work as a team, and reduces accidents in each workplace.