| Continual quality improvement should be the foundation of an industrial quality control laboratory. One such improvement opportunity is the lean 5S (sort, set in order, shine, standardize, sustain) system. This study explores the main problems associated with sustaining lean 5S, provides knowledge to quality professionals for understanding 5S implementation failure, and explains how to develop a successful sustainable 5S system.;This thesis examines the implementation of lean 5S as a laboratory culture change utilizing the ADKAR (awareness, desire, knowledge, ability, reinforcement) change management model and PDSA (plan, do, study, act) continual improvement cycle. The research approach is a review of theoretical literature, practical industry surveys, and case studies in 5S sustainable proficiency, organizational change management, and continual process improvement.;Employing change management principles and continuous improvement, along with realizing 5S as a laboratory cultural change, is beneficial for sustaining a 5S system, and consequently, improving industrial laboratory efficiency and production. |
