The concept of 5s is a principle that has been long honed and perfected in the prefects of Japan and has dictated the way manufacturing is perceived in close to two generations. Created by the great Hirano, 5s is an offshoot based on Kaizen principles which employ the need for continuous improvement to reach a state of near-perfection or maximum efficiency. In the United States, 5s is starting to make its way into the various manufacturing firms, with its introduction to the automobile industry in the 1980’s catapulted by universities taking interest in research for manufacturing innovation and technology simplification through process improvement. It was when many US university representatives became invited to attend 5s seminars in Japan that they gained full appreciation of the potential gains brought about by this principle innovation. The next big challenge was coming up with a methodology that employed its introduction to the US corporate world. Initially 5s was perceived as a process that wouldn’t work for most of the manufacturing plants in the United States, because of the current work conditions and the notion of changing the entire work routine. However once the managers and supervisors started to see the productivity gains, they started integrating the 5s methodology in almost anything. Using Pipe markers at the time was conceived as a foreign concept because productivity was termed as the minimal input extent with no room for assistive tools to reach the work goal. It was the proponent of 5s, Hirano that pointed out the importance of using such mechanics such as pipe marker to establish a visual space and improve the conditions of work thereby increasing the time allotted for actual productive behavior. He argued that if tools such as Pipe markers could create a spatial gain and remove the unwanted tasks that people had to do because of clutter or complicated miscellaneous task then the workforce could allocated the freed up hours to creating and completing more work orders.