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5’s - Lean Manufacturing Foundation
By Carl Wright

The 5S system is widely used today in a very large percentage of manufacturing businesses. Many non-manufacturing companies also employ the discipline.

The 5S system is one of the most common lean manufacturing principles, and generally the first one applied during implementation.

The 5S system is a workplace organization and housekeeping system. When applied correctly, the benefits are enormous in terms of productivity, quality, and morale.

The 5S’s are:

Sort

Set In Place

Shine

Standardize

Sustain

There are variations to some of the 5S’s as they were derived from 5 Japanese words beginning with “s”.

Most organizations apply the 5S system in one area at a time rather than across and entire facility at once.

The first “S” is Sort. It is the process of removing all unnecessary items from the workplace area. This first step is crucial to gaining efficiency through workplace design. A common method called the “red tag method” is often utilized, where all items are tagged which aren’t necessary for the specific area. These unnecessary items tagged are then moved to a “hold” area for review and disposition.

The second “S” is Set in Place. This is the process of moving the necessary items into the correct position for use. It is the process of organizing the work area to be perfectly laid out for maximum efficiency through minimizing movement. All materials and items that will be used at the job site are to be positioned and kept closes to the point of use. For example, if a tool is only to be used at the end of a machine, it should be kept there.

A common method used is called “shadow boards”, where the exact dimension of the tool is painted onto the board depicting the spot in which to hang the tool. It becomes obvious where the tool belongs.

The third “S” is Shine. This is the method of deep cleaning a machine or area to put it back into the condition it was when it was purchased. The idea is that quality and efficiency will not suffer if the machine is not allowed to deteriorate over time. Machines that are kept in new condition have less downtime and produce the same quality level as a new machine.

The fourth “S” is Standardize. This is the process of standardizing the entire system, which is often the most difficult. Most companies have conducted the first three S’s many times, only to watch the condition deteriorate over time. This cycle of cleaning up followed by gradual deterioration has been repeated over and over for years. The “Standardize” portion of the system corrects this problem.

The best way to standardize the system is to determine exactly what needs done to maintain the system. It is the “who, what, when, where” of 5S. For example, if a specific portion of a machine needs cleaned daily, there should be a checklist and written instructions detailing who will do it, when it will be done, and methods and materials necessary.

The last “S” is Sustain. Sustaining the system is thought to be one of the most difficult, primarily because experience proved years of cleaning and organization were not maintained. However, if the system is standardized in the fourth S, then sustaining it is much easier.

The best method of sustaining the system is to conduct audits. Care must be exercised so the audit system is not punitive. The 5S system relies on employee involvement and commitment at all levels, and a punitive audit system can destroy the system.

One good way of auditing the system is with a rotating audit crew of peers. This might be the plant workers auditing the system of their co-workers. The results are provided to the employees in the audited area and time given to correct deficiencies.

A good 5S implementation has many benefits. The assets of the company are kept in top condition which keeps the value high. Quality is kept at the level when the asset or machine was first installed. Maintenance costs are reduced as deterioration is immediately apparent. Setup times go down from better organization and reduced movement.

The best benefit is the morale improvement from an improved environment and culture.

Some managers think employees will not sustain a perfectly clean manufacturing environment. Like most systems, management is the reason the system succeeds or fails. Given the chance, employees will implement and sustain the 5S system. Most employees will choose an organized and clean workplace with a continuous improvement culture over a dirty disorganized facility.

Carl Wright is an industrial engineer, ASQ Six Sigma Black Belt, and Master Black Belt. Carl is involved with the lean manufacturing implementation organization http://www.1stcourses.com

Article Source: http://EzineArticles.com/?expert=Carl_Wright
http://EzineArticles.com/?5s—Lean-Manufacturing-Foundation&id=684879

How to Make 5S Work - Part 1
By Oskar Olofsson

As a matter of preference, most employees desire to work in a fresh, clean and well-functioning workplace.

A cluttered and filthy work area undoubtedly mirror the kind of attitude and mindset the workers, as well as the managers, have in giving importance to their jobs.

On the other hand, a clean and tidy environment reflects how the employees (and supervisors) care about their jobs and work hard with due concern and consideration. Therefore, these people are more inclined to do their jobs better and are more productive compared to those who work in a messy and disorganized work areas.

However, there are companies who refuse to acknowledge their part in keeping the workplace more people-friendly and instead put the blame on the perceived laziness of employees when it comes to housekeeping.

Well, I have gathered different views on housekeeping based on my experience as a 5S coach.

Whenever I conduct 5S trainings, I meet employees from all kinds of businesses. I would always pose a rhetorical question: “What would change if your workplace would be clean and in good order?”

The answers vary but what surprised me is that everyone shares a common desire: to have a clean and orderly work atmosphere.

“It would save a lot of time,” a staff commented.

“I would be less irritated at work”, said one.

According to another staff: “I think we would be prouder about our workplace.”

These are some typical comments coming from ordinary employees—and to my mind, it is clear that almost everyone wants the work facilities to be in good tip-top shape.

Messy workplaces and employees who want order
One explanation to this contradiction is: it is acceptable for most people to take care of their own trash, but few people like to take care of somebody else’s waste.

A shift worker would certainly not be pleased if, one day, he would find his workplace dirty and all messed up. The first time it happens, he might clean it up. The second time, probably he’ll ignore the mess and clean it up again anyway—but the next time he will not be that generous to lift a finger. Soon he will stop playing hero and say: “It seems like no one else cares about this place, so why should I?”

This means that the overall level of “housekeeping consciousness” will gradually deteriorate. If we do nothing, we will end up in a situation where the least interested employee will implicitly impose a poor sense of housekeeping standard for everybody else.

The way I see it, a cluttered and dirty workplace is not a worker’s choice; it is a result of a bad system where a few lazy people can tear down the very fabric of industry convenience and labor satisfaction for all the rest.

This is, of course, unacceptable.

The more disorganized and unkempt the company is, the more reason why we need discipline, policies, rules and systems to maintain consistent standards of quality and safety free from wastes, errors, defects and accidents.

With these scenarios, this is where the “5S” approach can be implemented and put into practice.

What is 5S?

5S refers to the five structured programs using the Japanese principles of seiri, seiton, seison, seiketsu, and shitsuke—or commonly referred to as sort, set, shine, standardize and sustain, respectively.

The Japanese words are shorthand expressions for principles of maintaining an efficient and effective workplace.

The 5S approach is promoted as a set of strategies, systems and techniques that provide a standard approach to housekeeping.

Although there are different anglicized versions of the Japanese words within the context of Lean Manufacturing, the 5S is collectively alluded to as the “Pillars of Good Housekeeping” for successful lean implementation.

It is likewise regarded as the “Basic of Kaizen” tool to begin, support and sustain the lean path to higher productivity and efficiency.

In the next part we will look at how 5S is best implemented.

Oskar Olofsson is a Sweden-based Management Consultant with more than 10 years experience in the fields of Total Productive Manufacturing (TPM) and Lean Manufacturing. Mr. Olofsson maintains and manages Resources for World Class Manufacturing (http://wcm.nu), a free Internet information resource site on matters relative to TPM and Lean Manufacturing implementation.

Article Source: http://EzineArticles.com/?expert=Oskar_Olofsson
http://EzineArticles.com/?How-to-Make-5S-Work—Part-1&id=171988

What Does Lean Manufacturing 5S Mean?
By Michael Baker

There are so many businesses, especially in the manufacturing world, that are just clusters of mass unorganization. What I mean is they have way too much stuff at each work station, more than what the job actually entails. Lean manufacturing 5S is one of the simplest things you can do right away to help with this.

It is called 5S because it is made of words that all start with an S. Let’s look at each one of the individually and see what needs to be done.

Some people really like this first step. It is your chance to get a trash can and load it up. All of the things not needed for the job are removed and only the essentials are kept.

Set is the next step. This means you will need to find a place for all of the tools needed for the job. Some examples of ways to accomplish this are through the use of a peg board or by using tape to outline where items should be. This ensures you have a place for them and people can notice when they are not there.

The next step is shine. What this entails is cleaning everything. Tools and the work stations are included in this step. Also, people should be assigned the responsibility of keeping the area and the tools clean.

When you see the term Standardize, it means to ensure the same process you laid out originally is done exactly the same with everyone. This could mean new procedures, or periodic reviews of the area. But it needs to be kept up.

Lastly, and the most difficult one, is to sustain the area. You have built a good amount of momentum right now, so now is the best time to move to another area. Just be sure to hold the appointed people responsible for the cleanliness of the area accountable. This ensures you do not need to micro-manage the area, and can focus on the next area.

5S is a very good tool in a lean manufacturing effort, and can implemented in any part of a business. Just follow the simple steps above, and you can have a dramatic improvement in the cleanliness of the area and in the efficiency of the area.

Lean Manufacturing Secrets is a simple to read, yet in depth, guide on Lean Manufacturing. It also includes topics such as Kaizen, Kanbans, and 5S.

Article Source: http://EzineArticles.com/?expert=Michael_Baker
http://EzineArticles.com/?What-Does-Lean-Manufacturing-5S-Mean?&id=1126933

The Kaizen of Goal Setting
By Ke O Agile

There is an old way of goal setting and a new way of goal setting!
The old way of goal-setting involved setting yor goals, preparing a list of sub-goals, and then carefully checking them off one after another (as and when they were being accomplished). Am I trying o pour cold water on the goal setting method many of us grw up on?
Not necessarily

While I am not saying the step-by-step approach does not work, I am advocating a flexible-goal setting approach.
The flexible goal-setting approach acknowledges the presence of chaos and unpredictability of our modern times, where change is rapid and conditions shift in an instant.

What’s more, a tiny weeny change nowadays has the potential to create major upsets and instability.

Enter the flexible goal-setting system. And, this is how it operates.
Set big-picture, lief-enhancing goals with flexible sub-goals that you can adjust to fit in with shifting conditions. The simplest way of putting this into practice is to build into your goal-setting, daily incremental steps that aggregate into your vision. Add to this sub-goal A, sub-goal B, sub-goal C, maybe sub-goal D.

Remember, each sub-goal must be flexible enough to respond adequately to the requirements of the shifting conidtions.

You don’t want to throw your hands in the air in desperation because your plans and goals have been derailed, do you?

Well, the ‘Kaizen of Goal Setting’ is about knowing the difference between the old and the new, and applying it to your goal setting.

Ke o agile is an NLP Coach and publisher of In TheZone, an NLP focused ezine for capacity builders in the personal and professional skills development areas. In TheZone can be accessed at http://inthezone.port5.com

Article Source: http://EzineArticles.com/?expert=Ke_O_Agile
http://EzineArticles.com/?The-Kaizen-of-Goal-Setting&id=43

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Lean Manufacturing and Kaizen
By Aza Badurdeen

Kaizen is one of the most important concepts in lean manufacturing. The meaning of the Japanese word “Kaizen” continuous improvement. When it comes to Just In Time systems or lean manufacturing, the system must change continuously in order to deliver the value to customers. For an example lean manufacturing always wants to eliminate wastes from the system. Finding and eliminating wastes from the system continuously is a Kaizen activity.

Kaizen concepts are different to the traditional management concepts. For an example one of the most important theories of traditional management principle is the Management by exception. The simple meaning of this is that if everything is going OK then there is no need to change the way the system operate. But when it comes to lean manufacturing and kaizen, it challenges the existing systems and find out ways in which the system can be improved. Another very important aspect of kaizen is trust on organizational employees to come up with the improvements. This helps the system in many ways. People who carryout the work knows about the work they do best. Therefore they can come up with the ideas to improve it. Less resistance in change is another factor which will help in implementing and maintaining the system.

In a workplace where kaizen is practiced small improvements to the system is made continuously. This makes the system dynamic. Changes bring high value to the system and are less costly. Employees are generally motivated. Importantly these organizations can win the competition.

I am a lean manufacturing writer and consultant. I wrote the book “lean manufacturing basics” to give you an idea about basics of lean manufacturing. It is FREE to download from the below URL
http://www.leanmanufacturingconcepts.com/LeanManufacturingBook.htm

For more information on Kaizen concept and related lean manufacturing topics follow this link.

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http://EzineArticles.com/?Lean-Manufacturing-and-Kaizen&id=192309

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Kaizen - Continuous Improvement Process
By Laurus Nobilis

It is said that at one Toyota factory there are million suggestions received from employees every year. So the question is: How the management of the Company can handle so many suggestions? The answer is simple: they do not handle these suggestions. Instead, they organised all employees in a groups of approximately 5 people. If one member of the group has the idea, that person present it to the other members of a team. If the Idea is adopted, they simply go with it, without need for further approval. The exception could be the situation when the Idea requires a large investment. This process of continuous improvement is called Kaizen.

This is an example of bottom-up system of continuous improvement process. This is the way that is generating a huge pool of ideas that can improve the effectiveness and efficiency of an organisation. Kaizen encourages the concept of worker empowerment. Kaizen is the management approach that recognise the potential of workers and does not require managerial approvals for improvement initiatives. This is the system that greatly depends on the cultural setup of an organisation. If the management of an organisation assumes that workers are lazy and incompetent, so there is a need for a strong controlling mechanism, then the Kaizen is not possible.

The concept of Kaizen is process change and improvement through the large number of small steps. This process is ultimately leading to a competitive advantage of an organisation. This means that an organisation will be more productive at the lower cost. At same time the primarily job of managers will not be to find small improvements, but to be focused on bigger changes.

The principle is the same for the whole company, but is mostly referred to shop level of the company. The focus is given on making better things instead of making things better. Kaizen requires dedicated, empowered and multiskiling workforce that operates with minimum of direction and approval mechanism.

The Kaizen requires advanced stage of networking. Teams need to be formed in quickly, and they need to start with they work in short time. Networks of people who share common experiences and problems need to be encouraged. Mostly, these groups are creating a new ideas and initiatives. Also, they overcome obstacles in a creative way.

In general, sharing of ideas and Best Practice solutions is very important. Unfortunately sharing of ideas is not always the case. It is the imperative to find the way to integrate the energy and creativeness of individuals into the network of people who deal with same problems.

Within every organisation there are several restrictions that resist to Kaizen-like improvement process. The most common is Silo-thinking, which may be inter departmental or inter company, for organisations that operate in more countries. The common obstacle is concern about additional costs that may appear. Improvement frequently requires investments needed to conduct the change that will improve organisation’s efficiency. Finally, there is resistance of some managers to loose the control over the processes.

Kaizen is not something that is easy to implement. First it must start from the top and gradually to transfer the logic of the whole concept to the lowest level. The Kaizen as a continuous improvement process that need to be encouraged. Today, every organisation is faced with rapidly changing environment, market and consumer’s preference. Only the organisation that is capable to transform quickly can stay competitive. The Kaizen is definitively the concept that can support this transformation capability, therefore it should be introduced and supported.

Laurus Nobilis has 11 years of experience in FMCG business. He has been working in different functions, primarily in Sales Department and Supply Chain. In 2007 he has started the http://www.biz-development.com web site dedicated to development of managerial skills and knowledges necessary for running the business.

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http://EzineArticles.com/?Kaizen—Continuous-Improvement-Process&id=1106371