Seiketsu is part of the 5S methodology and it involves standardizing processes, visual cues, and documentation to maintain consistency and efficiency. It ensures adherence to defined practices, reduces variability, and sustains improvements. Clear documentation and visual controls enhance understanding and quality, although overcoming resistance and ensuring ongoing adherence can be challenging.

ElementDescriptionExplanationImplicationsExamplesApplication in 5S
Sort (Seiri)The first step in the 5S System, focusing on eliminating unnecessary items and clutter from the workspace.Sort involves systematically reviewing items in the workspace, identifying what is essential, and removing what is not. The goal is to create an organized and efficient environment.Implications include improved organization, reduced waste, and increased productivity. It helps in streamlining processes and making it easier to locate necessary items.In an office setting, employees can sort through documents and discard obsolete files. In manufacturing, excess inventory or equipment can be identified and removed.Creating a Clutter-Free Workspace
Set in Order (Seiton)The second step, arranging essential items and tools in an organized manner for easy access and retrieval.Set in Order involves designing a logical layout for items, creating designated storage spaces, and labeling everything clearly. This step promotes efficiency and minimizes time wasted searching for items.Implications include reduced searching time, increased efficiency, and better utilization of space. It contributes to a safer and more comfortable working environment.In a warehouse, items can be arranged in a way that minimizes travel time. In an office, files can be stored in labeled folders within cabinets.Efficient and Organized Layout
Shine (Seiso)The third step, emphasizing cleanliness and regular maintenance to keep the workspace tidy and free from dirt or defects.Shine involves cleaning and inspecting the workspace to identify and address issues promptly. It ensures that the workplace remains in good condition and minimizes the chances of equipment breakdowns.Implications include a safer and healthier work environment, improved equipment longevity, and increased employee morale. Regular cleaning and maintenance prevent accidents and costly repairs.In a manufacturing facility, machines are cleaned daily to prevent dust accumulation. In an office, cleaning schedules can be established for common areas and workstations.Maintaining a Clean and Safe Environment
Standardize (Seiketsu)The fourth step, creating standardized procedures and practices to sustain the improvements made during the previous steps.Standardize involves documenting the processes and procedures developed in the earlier steps and ensuring that everyone follows them consistently. This step prevents the workspace from returning to its previous state of disarray.Implications include long-term sustainability, consistency, and ease of training new employees. Standardized procedures reduce the chances of reverting to old habits and help maintain the improvements achieved.In a healthcare setting, protocols can be established for sanitizing equipment. In an office, guidelines can be created for filing and document management.Establishing and Documenting Best Practices
Sustain (Shitsuke)The fifth and final step, focusing on continuous improvement and maintaining the 5S principles as an integral part of the workplace culture.Sustain involves fostering a culture of continuous improvement, where employees are committed to upholding the 5S principles over the long term. Regular audits and training sessions help ensure that the improvements remain in place.Implications include ongoing efficiency, adaptability to change, and a culture of excellence. Sustaining the 5S principles requires commitment from all levels of the organization and is essential for achieving lasting benefits.In manufacturing, regular 5S audits can be conducted to assess compliance. In an office, periodic training sessions can be held to reinforce the importance of organization and cleanliness.Building a Culture of Continuous Improvement

Introduction to Seiketsu (Standardize)

Seiketsu is the fourth step in the 5S methodology, which originated in Japan as a tool for achieving workplace organization, efficiency, and waste reduction. The term “Seiketsu” can be translated to mean “standardize” or “systematize,” and it represents the establishment of consistent work practices and procedures to maintain a clutter-free and organized workplace. Seiketsu builds upon the improvements made in the earlier stages of 5S by ensuring that the newly established standards are upheld over time.

Key Principles of Seiketsu (Standardize):

Key Principles

  1. Standardization: The central idea of Seiketsu is to create standardized work practices and procedures that are easy to follow and maintain.
  2. Visual Controls: Visual cues and controls, such as signs, labels, and color-coding, are used to help employees easily identify standards and deviations from them.
  3. Adherence to Standards: All employees are expected to adhere to the established standards and procedures consistently.
  4. Continuous Improvement: Seiketsu supports the culture of continuous improvement by regularly reviewing and updating standards for further optimization.

Benefits of Seiketsu (Standardize)

The implementation of Seiketsu (Standardize) offers a wide range of benefits to organizations striving for consistency, efficiency, and quality:


  1. Consistency: Standardized work practices ensure that processes are executed consistently, reducing variation and errors.
  2. Quality Improvement: Adherence to standards leads to improved product or service quality, as deviations and defects are minimized.
  3. Efficiency: Standardized procedures are typically more efficient, leading to reduced lead times and improved productivity.
  4. Safety Enhancement: Safety protocols and procedures can be standardized to enhance workplace safety and reduce the risk of accidents.
  5. Employee Training: Standardization simplifies employee training and onboarding, making it easier for new hires to learn and follow established procedures.
  6. Clear Communication: Visual controls and standardized documentation aid in clear communication and understanding of processes.
  7. Waste Reduction: Standardization helps identify and eliminate waste by streamlining processes and reducing unnecessary steps.

Implementation Strategies for Seiketsu (Standardize)

Implementing Seiketsu effectively involves a structured approach and the involvement of all employees. Here are some strategies for successful Seiketsu implementation:

Implementation Strategies

  1. Create Standard Work Instructions: Develop clear and concise standard work instructions (SWI) for each process or task that outline the step-by-step procedures to be followed.
  2. Visual Controls: Implement visual controls such as signs, labels, color-coding, and visual aids to communicate standards and deviations clearly.
  3. Employee Training: Provide training to employees on the established standards and procedures. Ensure that they understand and can follow the standard work instructions.
  4. Regular Audits: Conduct regular audits and inspections to verify that standards are being adhered to. Address any deviations promptly.
  5. Feedback Mechanisms: Establish feedback mechanisms for employees to report deviations, suggest improvements, or request updates to standards.
  6. Continuous Improvement: Encourage a culture of continuous improvement by regularly reviewing and updating standards to optimize processes further.
  7. Management Support: Leadership must demonstrate support for Seiketsu and provide resources for its successful implementation.

Real-World Examples of Seiketsu (Standardize)

Seiketsu (Standardize) is a principle widely applied in various industries and organizations to ensure that standardized work practices are established and maintained. Here are some real-world examples of how organizations have implemented Seiketsu:

Real-World Examples

  1. Manufacturing: In a manufacturing setting, Seiketsu involves standardizing equipment setup procedures, production processes, and quality control checks. Standardized work instructions ensure that each operator follows the same steps consistently.
  2. Healthcare: In healthcare organizations, Seiketsu includes standardizing patient care protocols, medication administration procedures, and infection control measures. This leads to more consistent and safe patient care.
  3. Retail: Retail stores use Seiketsu to standardize store layout, merchandise displays, and customer service procedures. This consistency enhances the customer experience and operational efficiency.
  4. Office Environments: In office settings, Seiketsu involves standardizing document management processes, email communication protocols, and meeting procedures. Standardization reduces errors and improves workflow.
  5. Education: Educational institutions apply Seiketsu to standardize curriculum delivery methods, grading procedures, and student assessment practices. This ensures consistency in education quality.

Significance of Seiketsu (Standardize) in Lean Manufacturing

Seiketsu (Standardize) holds significant importance in the context of lean manufacturing and continuous improvement:

Significance in Lean Manufacturing

  1. Consistency: Standardization is key to achieving consistent and reliable processes, aligning with the principles of lean manufacturing.
  2. Quality Assurance: Standardized work practices reduce the risk of defects and variations in product or service quality, which is a central focus of lean.
  3. Efficiency: Lean manufacturing aims to eliminate waste and improve efficiency, and standardized procedures are typically more efficient and effective.
  4. Employee Empowerment: Standardized work instructions empower employees by providing clear guidance on how to perform their tasks and make improvements.
  5. Continuous Improvement: Seiketsu supports the culture of continuous improvement by allowing organizations to identify opportunities for optimization through regular reviews of standards.


Seiketsu (Standardize) is the fourth pillar of the 5S methodology and a fundamental concept in lean manufacturing and continuous improvement. It focuses on creating and maintaining standardized work practices, procedures, and visual controls to ensure that improvements achieved through the earlier stages of 5S are upheld over time.

The benefits of Seiketsu are significant and encompass consistency, quality improvement, efficiency, safety enhancement, and waste reduction. Organizations that successfully implement Seiketsu gain a competitive advantage by delivering consistent, high-quality products or services efficiently.

In summary, Seiketsu is not just about establishing standards; it is about creating a culture of discipline and adherence to those standards, resulting in sustained excellence and operational efficiency.

Key Highlights of Seiketsu (Standardize) in 5S Methodology:

  • Consistency: Standardization ensures uniformity in processes and practices across the organization, reducing confusion and errors.
  • Visual Controls: Visual cues such as signs, labels, and color-coding are used to convey information quickly and enhance clarity.
  • Documentation: Clear and detailed documentation provides step-by-step instructions for standardized procedures.
  • Sustainability: Seiketsu sustains the improvements achieved in earlier steps by preventing the recurrence of old problems.
  • Efficiency: Standardized practices lead to improved efficiency, saving time and resources.
  • Quality Enhancement: Consistent practices improve the quality of products and services, leading to better customer experiences.
  • Challenges: Addressing resistance to change and ensuring the ongoing relevance of standardized practices are key challenges.

Connected Agile & Lean Frameworks


AIOps is the application of artificial intelligence to IT operations. It has become particularly useful for modern IT management in hybridized, distributed, and dynamic environments. AIOps has become a key operational component of modern digital-based organizations, built around software and algorithms.


AgileSHIFT is a framework that prepares individuals for transformational change by creating a culture of agility.

Agile Methodology

Agile started as a lightweight development method compared to heavyweight software development, which is the core paradigm of the previous decades of software development. By 2001 the Manifesto for Agile Software Development was born as a set of principles that defined the new paradigm for software development as a continuous iteration. This would also influence the way of doing business.

Agile Program Management

Agile Program Management is a means of managing, planning, and coordinating interrelated work in such a way that value delivery is emphasized for all key stakeholders. Agile Program Management (AgilePgM) is a disciplined yet flexible agile approach to managing transformational change within an organization.

Agile Project Management

Agile project management (APM) is a strategy that breaks large projects into smaller, more manageable tasks. In the APM methodology, each project is completed in small sections – often referred to as iterations. Each iteration is completed according to its project life cycle, beginning with the initial design and progressing to testing and then quality assurance.

Agile Modeling

Agile Modeling (AM) is a methodology for modeling and documenting software-based systems. Agile Modeling is critical to the rapid and continuous delivery of software. It is a collection of values, principles, and practices that guide effective, lightweight software modeling.

Agile Business Analysis

Agile Business Analysis (AgileBA) is certification in the form of guidance and training for business analysts seeking to work in agile environments. To support this shift, AgileBA also helps the business analyst relate Agile projects to a wider organizational mission or strategy. To ensure that analysts have the necessary skills and expertise, AgileBA certification was developed.

Agile Leadership

Agile leadership is the embodiment of agile manifesto principles by a manager or management team. Agile leadership impacts two important levels of a business. The structural level defines the roles, responsibilities, and key performance indicators. The behavioral level describes the actions leaders exhibit to others based on agile principles. 

Andon System

The andon system alerts managerial, maintenance, or other staff of a production process problem. The alert itself can be activated manually with a button or pull cord, but it can also be activated automatically by production equipment. Most Andon boards utilize three colored lights similar to a traffic signal: green (no errors), yellow or amber (problem identified, or quality check needed), and red (production stopped due to unidentified issue).

Bimodal Portfolio Management

Bimodal Portfolio Management (BimodalPfM) helps an organization manage both agile and traditional portfolios concurrently. Bimodal Portfolio Management – sometimes referred to as bimodal development – was coined by research and advisory company Gartner. The firm argued that many agile organizations still needed to run some aspects of their operations using traditional delivery models.

Business Innovation Matrix

Business innovation is about creating new opportunities for an organization to reinvent its core offerings, revenue streams, and enhance the value proposition for existing or new customers, thus renewing its whole business model. Business innovation springs by understanding the structure of the market, thus adapting or anticipating those changes.

Business Model Innovation

Business model innovation is about increasing the success of an organization with existing products and technologies by crafting a compelling value proposition able to propel a new business model to scale up customers and create a lasting competitive advantage. And it all starts by mastering the key customers.

Constructive Disruption

A consumer brand company like Procter & Gamble (P&G) defines “Constructive Disruption” as: a willingness to change, adapt, and create new trends and technologies that will shape our industry for the future. According to P&G, it moves around four pillars: lean innovation, brand building, supply chain, and digitalization & data analytics.

Continuous Innovation

That is a process that requires a continuous feedback loop to develop a valuable product and build a viable business model. Continuous innovation is a mindset where products and services are designed and delivered to tune them around the customers’ problem and not the technical solution of its founders.

Design Sprint

A design sprint is a proven five-day process where critical business questions are answered through speedy design and prototyping, focusing on the end-user. A design sprint starts with a weekly challenge that should finish with a prototype, test at the end, and therefore a lesson learned to be iterated.

Design Thinking

Tim Brown, Executive Chair of IDEO, defined design thinking as “a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” Therefore, desirability, feasibility, and viability are balanced to solve critical problems.


DevOps refers to a series of practices performed to perform automated software development processes. It is a conjugation of the term “development” and “operations” to emphasize how functions integrate across IT teams. DevOps strategies promote seamless building, testing, and deployment of products. It aims to bridge a gap between development and operations teams to streamline the development altogether.

Dual Track Agile

Product discovery is a critical part of agile methodologies, as its aim is to ensure that products customers love are built. Product discovery involves learning through a raft of methods, including design thinking, lean start-up, and A/B testing to name a few. Dual Track Agile is an agile methodology containing two separate tracks: the “discovery” track and the “delivery” track.

eXtreme Programming

eXtreme Programming was developed in the late 1990s by Ken Beck, Ron Jeffries, and Ward Cunningham. During this time, the trio was working on the Chrysler Comprehensive Compensation System (C3) to help manage the company payroll system. eXtreme Programming (XP) is a software development methodology. It is designed to improve software quality and the ability of software to adapt to changing customer needs.

Feature-Driven Development

Feature-Driven Development is a pragmatic software process that is client and architecture-centric. Feature-Driven Development (FDD) is an agile software development model that organizes workflow according to which features need to be developed next.

Gemba Walk

A Gemba Walk is a fundamental component of lean management. It describes the personal observation of work to learn more about it. Gemba is a Japanese word that loosely translates as “the real place”, or in business, “the place where value is created”. The Gemba Walk as a concept was created by Taiichi Ohno, the father of the Toyota Production System of lean manufacturing. Ohno wanted to encourage management executives to leave their offices and see where the real work happened. This, he hoped, would build relationships between employees with vastly different skillsets and build trust.

GIST Planning

GIST Planning is a relatively easy and lightweight agile approach to product planning that favors autonomous working. GIST Planning is a lean and agile methodology that was created by former Google product manager Itamar Gilad. GIST Planning seeks to address this situation by creating lightweight plans that are responsive and adaptable to change. GIST Planning also improves team velocity, autonomy, and alignment by reducing the pervasive influence of management. It consists of four blocks: goals, ideas, step-projects, and tasks.

ICE Scoring

The ICE Scoring Model is an agile methodology that prioritizes features using data according to three components: impact, confidence, and ease of implementation. The ICE Scoring Model was initially created by author and growth expert Sean Ellis to help companies expand. Today, the model is broadly used to prioritize projects, features, initiatives, and rollouts. It is ideally suited for early-stage product development where there is a continuous flow of ideas and momentum must be maintained.

Innovation Funnel

An innovation funnel is a tool or process ensuring only the best ideas are executed. In a metaphorical sense, the funnel screens innovative ideas for viability so that only the best products, processes, or business models are launched to the market. An innovation funnel provides a framework for the screening and testing of innovative ideas for viability.

Innovation Matrix

According to how well defined is the problem and how well defined the domain, we have four main types of innovations: basic research (problem and domain or not well defined); breakthrough innovation (domain is not well defined, the problem is well defined); sustaining innovation (both problem and domain are well defined); and disruptive innovation (domain is well defined, the problem is not well defined).

Innovation Theory

The innovation loop is a methodology/framework derived from the Bell Labs, which produced innovation at scale throughout the 20th century. They learned how to leverage a hybrid innovation management model based on science, invention, engineering, and manufacturing at scale. By leveraging individual genius, creativity, and small/large groups.

Lean vs. Agile

The Agile methodology has been primarily thought of for software development (and other business disciplines have also adopted it). Lean thinking is a process improvement technique where teams prioritize the value streams to improve it continuously. Both methodologies look at the customer as the key driver to improvement and waste reduction. Both methodologies look at improvement as something continuous.

Lean Startup

A startup company is a high-tech business that tries to build a scalable business model in tech-driven industries. A startup company usually follows a lean methodology, where continuous innovation, driven by built-in viral loops is the rule. Thus, driving growth and building network effects as a consequence of this strategy.

Minimum Viable Product

As pointed out by Eric Ries, a minimum viable product is that version of a new product which allows a team to collect the maximum amount of validated learning about customers with the least effort through a cycle of build, measure, learn; that is the foundation of the lean startup methodology.

Leaner MVP

A leaner MVP is the evolution of the MPV approach. Where the market risk is validated before anything else


Kanban is a lean manufacturing framework first developed by Toyota in the late 1940s. The Kanban framework is a means of visualizing work as it moves through identifying potential bottlenecks. It does that through a process called just-in-time (JIT) manufacturing to optimize engineering processes, speed up manufacturing products, and improve the go-to-market strategy.


Jidoka was first used in 1896 by Sakichi Toyoda, who invented a textile loom that would stop automatically when it encountered a defective thread. Jidoka is a Japanese term used in lean manufacturing. The term describes a scenario where machines cease operating without human intervention when a problem or defect is discovered.

PDCA Cycle

The PDCA (Plan-Do-Check-Act) cycle was first proposed by American physicist and engineer Walter A. Shewhart in the 1920s. The PDCA cycle is a continuous process and product improvement method and an essential component of the lean manufacturing philosophy.

Rational Unified Process

Rational unified process (RUP) is an agile software development methodology that breaks the project life cycle down into four distinct phases.

Rapid Application Development

RAD was first introduced by author and consultant James Martin in 1991. Martin recognized and then took advantage of the endless malleability of software in designing development models. Rapid Application Development (RAD) is a methodology focusing on delivering rapidly through continuous feedback and frequent iterations.

Retrospective Analysis

Retrospective analyses are held after a project to determine what worked well and what did not. They are also conducted at the end of an iteration in Agile project management. Agile practitioners call these meetings retrospectives or retros. They are an effective way to check the pulse of a project team, reflect on the work performed to date, and reach a consensus on how to tackle the next sprint cycle. These are the five stages of a retrospective analysis for effective Agile project management: set the stage, gather the data, generate insights, decide on the next steps, and close the retrospective.

Scaled Agile

Scaled Agile Lean Development (ScALeD) helps businesses discover a balanced approach to agile transition and scaling questions. The ScALed approach helps businesses successfully respond to change. Inspired by a combination of lean and agile values, ScALed is practitioner-based and can be completed through various agile frameworks and practices.


The SMED (single minute exchange of die) method is a lean production framework to reduce waste and increase production efficiency. The SMED method is a framework for reducing the time associated with completing an equipment changeover.

Spotify Model

The Spotify Model is an autonomous approach to scaling agile, focusing on culture communication, accountability, and quality. The Spotify model was first recognized in 2012 after Henrik Kniberg, and Anders Ivarsson released a white paper detailing how streaming company Spotify approached agility. Therefore, the Spotify model represents an evolution of agile.

Test-Driven Development

As the name suggests, TDD is a test-driven technique for delivering high-quality software rapidly and sustainably. It is an iterative approach based on the idea that a failing test should be written before any code for a feature or function is written. Test-Driven Development (TDD) is an approach to software development that relies on very short development cycles.


Timeboxing is a simple yet powerful time-management technique for improving productivity. Timeboxing describes the process of proactively scheduling a block of time to spend on a task in the future. It was first described by author James Martin in a book about agile software development.


Scrum is a methodology co-created by Ken Schwaber and Jeff Sutherland for effective team collaboration on complex products. Scrum was primarily thought for software development projects to deliver new software capability every 2-4 weeks. It is a sub-group of agile also used in project management to improve startups’ productivity.


Scrumban is a project management framework that is a hybrid of two popular agile methodologies: Scrum and Kanban. Scrumban is a popular approach to helping businesses focus on the right strategic tasks while simultaneously strengthening their processes.

Scrum Anti-Patterns

Scrum anti-patterns describe any attractive, easy-to-implement solution that ultimately makes a problem worse. Therefore, these are the practice not to follow to prevent issues from emerging. Some classic examples of scrum anti-patterns comprise absent product owners, pre-assigned tickets (making individuals work in isolation), and discounting retrospectives (where review meetings are not useful to really make improvements).

Scrum At Scale

Scrum at Scale (Scrum@Scale) is a framework that Scrum teams use to address complex problems and deliver high-value products. Scrum at Scale was created through a joint venture between the Scrum Alliance and Scrum Inc. The joint venture was overseen by Jeff Sutherland, a co-creator of Scrum and one of the principal authors of the Agile Manifesto.

Six Sigma

Six Sigma is a data-driven approach and methodology for eliminating errors or defects in a product, service, or process. Six Sigma was developed by Motorola as a management approach based on quality fundamentals in the early 1980s. A decade later, it was popularized by General Electric who estimated that the methodology saved them $12 billion in the first five years of operation.

Stretch Objectives

Stretch objectives describe any task an agile team plans to complete without expressly committing to do so. Teams incorporate stretch objectives during a Sprint or Program Increment (PI) as part of Scaled Agile. They are used when the agile team is unsure of its capacity to attain an objective. Therefore, stretch objectives are instead outcomes that, while extremely desirable, are not the difference between the success or failure of each sprint.

Toyota Production System

The Toyota Production System (TPS) is an early form of lean manufacturing created by auto-manufacturer Toyota. Created by the Toyota Motor Corporation in the 1940s and 50s, the Toyota Production System seeks to manufacture vehicles ordered by customers most quickly and efficiently possible.

Total Quality Management

The Total Quality Management (TQM) framework is a technique based on the premise that employees continuously work on their ability to provide value to customers. Importantly, the word “total” means that all employees are involved in the process – regardless of whether they work in development, production, or fulfillment.


The waterfall model was first described by Herbert D. Benington in 1956 during a presentation about the software used in radar imaging during the Cold War. Since there were no knowledge-based, creative software development strategies at the time, the waterfall method became standard practice. The waterfall model is a linear and sequential project management framework. 

Read Also: Continuous InnovationAgile MethodologyLean StartupBusiness Model InnovationProject Management.

Read Next: Agile Methodology, Lean Methodology, Agile Project Management, Scrum, Kanban, Six Sigma.

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