Training is often misunderstood. Many organizations believe it happens in classrooms through lectures, slides, and awareness campaigns. But real learning comes through participation. We learn best by doing, simulating, teaching, and solving problems at the Gemba.
This is the reason Toyota starts with 5S. It is not cleaning or cosmetic improvement. 5S is the foundation that builds structure for learning. It creates visibility, order, and rhythm that allow people to think and act with purpose.
The Red Tag process illustrates this learning method. Teams do not just hear about waste, they discover it. Each item is evaluated against three questions: Do we need it? In what quantity? Where should it be located? By engaging directly with the work, people see waste that was previously hidden.
As teams move through each S, learning deepens.
Sort (Seiri) removes what is unnecessary.
Set in Order (Seiton) defines what belongs and where.
Shine (Seiso) transforms cleaning into daily inspection.
Standardize (Seiketsu) locks in improvement through checklists and schedules.
Sustain (Shitsuke) builds discipline and pride.
Every step is active learning. People are not reading policies; they are shaping their workplace. When 5S is practiced correctly, it becomes a structure that reveals problems, strengthens systems, and makes improvement a habit.
Without 5S, improvement efforts collapse under confusion. With 5S, organizations gain a foundation where waste is visible, leadership is accountable, and learning is continuous.
5S Thinking is the first step of Lean TPS because it transforms awareness into capability. It teaches that structure and discipline are not restrictions but enablers of creativity and improvement.
This is how people really learn in Lean TPS.
