If most administrators treat 5S as a hygiene plan, how can we believe that 5S is a cornerstone of continuous improvement? By placing 5S on each eight waste, we can extend our understanding of how 5S is NOT a sanitation plan but a way to think about the job.
Eight wastes as defined by Taiichi Ohno, creator of Toyota Production Systems, are:
8. Prepared People or People's Specific Mind
5S is NOT a sanitation tour. If a sanitation was essential, many companies would hire and permanent staff members to sell unnecessary materials, interior designers to paint and tear the factory patch and cleaners to keep the plant spotless. This is the logical conclusion of the basic measure, but we rarely see if this is ever in this project. So let's apply the 5S system to the eight waste and see if we get some clarity about this issue. I suggest to you, a curious reader, forever looking for meaning behind a terrible system that becomes impossible to succeed because of our inability to perform simply, that the 5S system is a process of thinking. It's primarily used in keeping your plants neat and tidy and slightly safer is a convenient way to prevent managers from breaking through the reform response and losing all the vital power to manage millions of potentially brilliant workers in American industry. 5S is NOT a sanitation, it's a thought process. In theory, thinking is philosophy. Soon, we can begin to understand why 5S is considered the cornerstone, the foundation for building all other improvement and experience. I ask for your patience as I apply 5S over eight drainage. The following are a lot of things that describe how 5S is a thinking process.
Filters our vision on INVENTORY with 5S thinking.
We start inventory, where many people think it's a cloak for all other wastes. With inventory we understand subordinate seven waste: obsolete, excessive capital and poor cash flow due to overproduction, wait for the nature of lean stock, defects we produced through our quality tracking system, movement when we rush to produce a product, do not need any processing of unnecessary goods , moving goods that are not needed and lost ideas, underused minds, as we were busy making a product not needed. What improvements can we make if we do not see the problems discussed in the inventory? Before the mountain are crammed with treasures full of problems! Do you dare to enter?
Use the English word and associate it with Japanese meaning, let's & # 39; file & # 39; our product. What is really needed? Do we have the right amount? Let's determine the actual, demand for sales and size of our inventory to those requirements. This is done because no flow can be achieved. Is that the type the customer wants? If no, let's determine the correct types and amounts and "put" this file in the correct way. What does this mean: orderly? Is it now ready for withdrawal with the next downturn? Is it in the right area? Is it arranged that the customer who makes the withdrawal can take the right amount and right type, avoid mistakes? Is it introduced easily? Are you a manager who inspects all these features of the brand and adjusts within the process? Is it clear what's really needed? Are you going to Genba and do the white male test for stock? How much, right kind, right place, right time? We look at the cleanliness of workplaces, but we must also look at the standards we create by sorting and sequencing. Are we maintaining inventory management by determining new and better ways to control the process? Reforms will enable us to lower inventory and promote a solution to our problems.
File is available in the office as well. Now, in your business, how many unread e-mails, delays in replies, stack of purchase orders, wait for approval, batching time cards and many other bottlenecks on the government actually? When you think about it, the same physical merchandise rules apply to these office supplies. Why can not we agree on the system's behavior regarding email or restrictions on a purchase order or workday card daily rather than weekly? Variants of these standards could indicate potential problems or abnormal events that we did not expect to happen. In order to create the flow of these processes. Since we are changing the workplace of the man in the office, we break into personal space with much greater strength than in a shared warehouse warehouse or store floor. It is even more important to embrace the 5S thinking process from the perspective of the person in the office's workflow.
When we put the 5S system in context with inventory, first look for what is needed from the customer's point of view. Once we have decided, we put things in order form so that inventory is ready for withdrawal. This is perfectly in line with the concept of Just-In-Time thinking. We can use some tools like kanban and continuous flow to achieve this rule, but regardless of the use of the devices, the file is ready in the correct amount, right types, in the right place and on time. As we sweep through the area or perform shine inspection, we are examining the contamination system. In this example, the contamination file is unsuitable, or in the wrong place, or defects in finished products. As a hand wash your car in the driveway, the inspection of your workplace is a personal experience. You wash the windscreen and see the drawer slip from the frame. You're in a hurry now, for the safety and comfort of your home, not on a busy, snowy highway while you're on a family meeting or an important meeting. Cleansing helps us to prevent accidents in this way. It is assumed that everything is normal, if it is not, in the case of the drying paper, the situation goes from safe and insecure. So, do the same type of inspection at the workplace. Check inventory locations. Make normal boundaries and levels visually in your workplace so that your opinion is taken within a few quick moments. Are they within limits? If no, your system is contaminated with variability: you must clear the system. You have gone from one state, "within cost, quality and productivity" to "out of control". That's why Ohno once said that the word "clean" would be better for seiso than "shine" or "sweep". When US executives say "sweep" or "shine", we finally conclude that the 5S is about cleaning. It's not about cleaning. The third S is about cleaning, eliminating contamination in all its different forms, from the process. From now on, I will always use the word "clean" in third place. If we use a sweep we think we're clean. As a simple mindset as this may sound like yours, that's the biggest reason why the 5S is a sanitation trip in the United States
Standards are the rules you've set up for your inventory regarding classification, configuration and cleaning. The use of standards must be an easy task; Otherwise, people will not use them. Good standards are shown by a visual workplace. By using the subjects we can determine whether normal or abnormal conditions exist. Visual clues or standards must be something useful and meaningful to the people who work in Genba. For example, a fixed amount of kanban cards located in the kanban entry tells the manager how much file is in the system. If the cannons are not located in one place, it can be difficult to determine what is normal. If the check value is not standard, it may be difficult to understand how much inventory should be in the system, or how much to run, or perhaps not properly fill the standard box. Diameter in standards causes people to make decisions. Clearing standards allows people to make simple decisions and right. Red means to quit, green means to leave. Yellow means two things for people: 1) Caution, this light is getting red or 2) Speed and try to do it before it gets red! Diameter is a murderer of good standards. It is your job as a manager to remove this uncertainty from the process and simplify millions of decisions that need to be made. Think about it this way. If there are ten thousand small projects in your own workplace that means there are at least twenty thousand different results. We all know that five hardware will do the job five different ways. So if the workout involves 500 projects, we can expect 2500 different ways to do the job. The same applies to files and decisions made to manage that file. This is a sustainable business. Encouraging people to simplify the decisions about managing kanban and inventory is one of the only means for true promotion and participation. There is an opportunity to teach others who work in Genba why stock surpluses are important. There are teaching opportunities around every corner, every day, in Genba.
In III. Part, apply with 5S to other waste.