• What is the 9 "S" methodology?
• Origin of the 9 S methodology
• Principles of the 9 S methodology
• Implementation of the 9 S methodology
• Benefits of the 9 S methodology

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

The methodology of the 9 S prioritizes order, commitment and eliminating the unnecessary.

What is the 9 "S" methodology?

The methodology 9 o'clock is a technique for the management of work 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 under the Toyota brand, which it established as objective achieve a new work culture permanently. To carry it out requires the commitment of the address of the organization.

It is based on two basic rules: “start with yourself” and “lead by example”. The maintenance of the new work culture is based on the discipline and constancy.

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 Y shitsuke. In their translation into Spanish they mean: "separate the unnecessary", "place what is necessary", "suppress dirt", "signal anomalies" and "continue to improve".

The translation of the names varies somewhat from language to language, but the purposes of each principle are maintained and expressed in much the same way as 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 the good habits like a habit (that is, to adopt the philosophy of the previous five S's).

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

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

The nine principles were incorporated into the system of quality management worldwide, called “ISO standard 9001 ”, prepared in 1947 by the International Organization for Standardization (ISO for its acronym in English: International Standardization Organization), an independent, non-governmental body 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 product or service in particular. 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 form of daily work. The principles are:

• Seiri (separate the unnecessary). It consists of classifying the objects that are not necessary or that are not used with frequency and separate them to decide if they will be stored, sold, recycled, given away or discarded.
• Seiton (place what is necessary). It consists of ordering the workspace in an efficient way to identify the classes of objects, designate them a definitive place and save space in order to obtain what is needed in the least weather possible.
• Seiso (remove dirt). It consists of improving cleaning from a bigger idea than just maintaining neatness. Each individual is responsible for the cleaning of their workspace, because when 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, understanding that they must be applied together, in order to signal and repeat the procedures so that they become a custom. This allows detecting or reducing possible problems.
• Shitsuke (keep improving). It consists in being disciplined, that is, in giving continuity and follow-up to the change of habit according to 9 S. The person who adheres to order and control of their actions is prudent and shows that they are capable of generating quality work and that they strive 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 planning and permanent control of tasks, cleanliness, order or the puntuality constant in his life.
• Shitsukoku (engagement). It consists of complying with the agreement, in making every effort to comply with it. Is a attitude that is born from conviction and manifests itself in enthusiasm day to day. To be possible, commitment must manifest itself at all levels of the organization.
• Seishoo (coordination). It consists of a way of working together, where all individuals work at the same rhythm and towards the same objectives. This way of working is achieved with time and dedication, maintaining the good communication among 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 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 organization's board of directors participate actively, applying the principles and setting an example so that its people can also get involved.
• Include the 9 S as part of the induction. it implies train to employees, both old and new, so that they know and understand the goals of the organization's culture.
• Participation of all staff. It involves making a teamwork, where everyone is identified and actively participates applying the principles of 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 rather it must be optimized and focused on continuous improvement.

Benefits of the 9 S methodology

Implementing the 9S principles provides two types of benefits:

• Tangible. Represents noticeable changes at a glance. For example, more free space is perceived in workshops or offices by eliminating unnecessary objects, environments and equipment are cleaner and the search time for tools and materials is reduced by arranging them in an orderly manner in their corresponding place.
• Intangibles. Represents changes that are not seen with the naked eye, but are perceived and impact daily work. For example, it improves self esteem of employees, the predisposition for teamwork increases and accidents are reduced in each job.