6S - Know What - Know How - Know Why
- Craig Otto
- Aug 2, 2025
- 2 min read
If You Don’t Know 6S, You Don’t Know OpEx
Over the years, I’ve conducted countless interviews, seeking the right candidate to help lead Operational Excellence (OpEx) transformations. Almost every résumé boasts a Lean Six Sigma belt and claims of continuous improvement experience. I get excited—on paper, they’re exactly what we need.
Then comes the first real question: “What is 6S?”
You guessed it—disappointment usually follows.
Most candidates respond with vague generalities. I try to give the benefit of the doubt and reframe the question: “Can you name the six S’s of 6S?”
Crickets. Or worse—confidence with the wrong answer.
And these are certified "belt holders."
But it’s not just in interviews. I ask the same question at industry conferences and networking events. I’ll talk to professionals about where they are in their Lean or OpEx journey, and casually ask if they use 6S. The response is all too common:
“Oh, 6S? Yeah, we did that like 15 years ago. We’ve moved on to technology and automation now.”
Every time I hear it, frustration follows.
Here’s the truth: If you’re not using 6S daily—even after 10 years on your lean journey—you don’t understand Operational Excellence. If you’re implementing automation without first applying 6S, chances are, you’re automating waste.
Technology can enhance operations—but only after waste is identified and removed. Systems and software are only as effective as the environment they operate in. Without the foundational discipline of 6S, you’re building on unstable ground.
6S: The Daily Discipline That Sustains Excellence
Let’s remember what 6S actually is:
Sort – Remove what you don’t need.
Set in Order – Organize what remains so everything has its place.
Shine – Keep the area clean and inspect while you clean.
Standardize – Develop consistent methods to maintain the first three S’s.
Sustain – Build discipline and habits to keep it going.
Safety – Integrate hazard elimination into every step.
It’s not just a checklist. Each “S” has a purpose, order, and underlying principle that drives value:
Sort helps reduce motion and overprocessing.
Set in Order helps prevent delays and searching.
Shine reveals abnormalities and hidden issues.
Standardize creates predictability and flow.
Sustain ensures continuous improvement becomes cultural.
Safety ensures the workplace doesn’t harm the people who create the value.
And here’s the kicker: The second law of thermodynamics applies to Lean. Everything tends toward disorder unless energy is applied. 6S is that energy. It’s the daily habit that pushes back against chaos and entropy.
Without 6S, improvements degrade. Waste creeps back in. People stop caring. Systems fail.
The Tool That Never Stops Being Relevant
It doesn’t matter how advanced your automation is or how smart your AI platform becomes—6S is still required. It is the anchor of Lean, the discipline behind visual management, and the starting point for every single improvement effort.
So the next time someone tells you they’re beyond 6S, or that they used to do it back in the day—ask them how their systems are performing. Ask them how they sustain gains. Ask them how they prevent regression. Ask them what keeps their people engaged and their processes sharp.
Then remind them: If you're not doing 6S, you're not doing Lean.
6S Training:
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