I think I've mentioned that the lean tool I've taught the most frequently is 5S.  This isn't a personal preference (though I do think it brings a variety of benefits) so much as it is a client preference.  I think it's because a 5S action workshop (the term I use rather than kaizen blitz) can often create lots of quick and (this is especially important) visible change. 

I've always thought there is more attention to the "housekeeping" benefits than there is to some of the other advantages 5S can bring.  In some cases, it's true, I've seen a great deal of value come simply as a result of the first S.  Clearing years, sometimes decades, of clutter out of an area makes it easier and safer to work in, not to mention easier to find stuff. 

In other cases, though, it is another S that can provide the most value and I'm not sure it's always recognized.  Sweep and Shine (my third S...even though it's two S's) can to preventive maintenance.  Straighten can lead to redesigning tooling storage.  Labeling as a part of Standardize can be integrated with task instructions, which, in turn, improves new operator training.  (For example, the parts of a machine get clearly labeled, which makes it easier for a new operator to learn what to do.)  Even good ol' sort leads to a different approach to working with vendors to reduce the inventory of supplies and raw materials.

If we get these benefits by doing 5S, why do I care if the organization pays much attention to them up front?  Because getting full value from these sorts of changes and initiatives requires a good bit of work after the 5S and organizations tend to be focused primarily on the "before and after" pictures; if the place looks good, the 5S was successful.