Lean production aims to improve business. A method used in many lean initiatives is to participate in all managers and decision-making processes. By following this responsibility, the announcement is that if everyone makes decisions about business then these people will be "responsible". This word symbolizes dogmatic management nonsense, another way for over one hundred years of command and control of theory and culture to gain and maintain power. Yet we dressed in this rhetoric: power, responsibility, just saying the words in a lonely way, will work on the hearts and minds of subordinates. The manager of who is mired in this old mindset will participate in subordinates, selling them on ideas and initiatives. The unsuspecting employee sees changes from his former hardheaded manager and willingly goes with the program, gently optimistic if not interested in the whole situation. In the administrator, the "decision" has been made, the rule has been set, where the employee indicates that he is ready to make it go. Trouble will start when the program breaks down. Skills have not been obtained, limits are not set, problems are not fully understood and the manager keeps an employee "accounting" for his actions. The employee is frustrated and now trusts future projects, as he knows that the manager will keep him responsible for managers poor ability to develop the people and the system.
This is a major major point of any reform initiative, this problem of mutual trust and respect. Regardless of what application or approach they are used, they must be prepared to concentrate on the process and make mistakes. When we see mistakes, we can work together to fix them. In constant progress, where problems are constantly uncoovered, we must overcome natural responses to adjusting our environment, reviewing problems and dealing with these problems every day. There are two important concepts that help people fight against powerlessness and reduce all wars from waste. Unfortunately, modern management policy has diluted these terms into such meaningless jargon as many people write as "5S" and "Eight Waste".
The 5S program breaks apart when we depart from the program: join today and encourage them to think about their job. Unfortunately, for too many companies, this was never the plan in the first place. It was really only getting people to clean up the place. Most managers never see the depth of 5S. Their feelings are limited to the opportunity to visit the workplace, but not for the purpose of helping improve employees, but keeping them responsible. Because managers can not let go of their management and management, understandable in the light of the literature and the century's traditional wisdom supporting this approach, the 5S is transformed into another regime of governance systems.
To understand why this is so, we need to understand the basics of 5S: rarely five s & # 39; and how they relate to "eight waste". First, consider part 5S for a moment. Japanese words seiri, seiton, seiso, seiketsu, shitsuke are used to describe the method of organizing and standardizing the workplace. At least this is the most accepted definition of the system. Let us consider a moment that corresponds to these words and patience, as I base my arguments on how modern management and business shortage have bounced and destroyed this amazing and revolutionary thinking process.
Japanese characters for seiri translate: inseparable arguments or organization or classification. Interpreting this at work to ask yourself: why is this here? Do I need to do the job? Is there any reason that this is an important or integral part of the work? In other words, is it added? The English version of Seiri is: sorting out what's needed and not needed. Too many managers will open closets and drawers to ask the reason for idle tools in the workplace. What problem is under attack with these gestures? The goal is not to throw everything out if we do not understand why it is there or if someone can not explain their presence, but to understand why these abnormal conditions exist at first and then correct them by following 4S & # 39; . First, we need to know what is needed and do not have to do the job.
Seiton is an integral arrangement. In one word: ordered or ready. I now have what is only necessary for this process. Now is it organized? If it does not exist – why? Is it ready for work? If it's information, it means it's done and accurate. If it is a person, means ready to fully trained. If it is a machine, the seiton is capable and reliable. What can I do to make it ready and ready? It is not uncommon to see managers choose the arrangement of machinery, human, chemical and information on the floor, but for that purpose? Is the purpose of understanding the current situation in the light of problems – make the work ready and flexible? Or is it sometimes something much better and bad?
Seiso is reaching & amp; clarity & # 39; with termination; sweep or clean up the contamination of the item we are viewing. The thing can be anything. We can increase this in the sense of process reform. What process is a change or pollution that does not allow us to see the appropriate natural condition. So, varying is the pollution of a clean process. In English we say shine or sweep. This is very unfortunate that when the manager gets static at 5S, we see these three first S & # 39; take a new meaning. In short, we emphasize the verbation, configuration, and sweeping verbs, and not contextual to how we think about process reforms. It is not stretching your imagination or the boundaries of reason to come to the conclusion that the short perspective of 5S has become a national issue. No matter how much we clean, it's never clean enough. It's getting worse, after we've added the last two S & # 39 ;, executives have regained the management and monitoring system we love: standards and maintenance.
Seiketsu means clear standards. Managers who have been taught to manage and manage collecting standards, as it denies us from finding better ways to do things. In many American plants, the first 3S are plastered on the walls in the form of checklists, reviews, assessments. This only creates frustration among the number of employees who rarely come up on the floor unless people who find it important to visit decide to surprise their colleagues at workplace audits on how well they meet workplace standards in the light of continued problems that employees get a little help solving day by day.
Shitsuke means training, parenting or discipline. In English, we say that Shitsuke means maintaining. The image that most Americans trust in their minds when we hear the word maintained is maintained and easy to confuse this with discipline. Continuous reforming means training to guide or direct others in their work. Science refers to following a continuous improvement cycle, which by its nature requires standardization. Certification in this case is intended for management, not employees. In the case of 5S, we are training others to further improve the standard.
If you agree with what I'm claiming likely, I have to try to answer your question: why do we do 5S? One common reason is that we are told that there is the reward we get from our efforts. The workplace is organized, clean and safe. The company is "ready" and we make sure that we no longer end the production lines to clear managers and new customers. Read the general literature about the 5S principle and see that emphasis is placed on things and # 39; in the workplace. 5S, at least in the United States, is nothing but a sanitation program. The basic thing we need to ask ourselves is: the very same general literature, which espouses virtues 5S, also says that it is the cornerstone of a successful, stable reform plan. Again, if you agree that US executives generally treat 5S as a hygiene plan, how can a sanitation plan be fundamental in continuous improvement? This sounds not only right, but 5S is not essential, as we understand it, on each level. The truth about 5S is that the last thing it plans to produce is a clean workplace. Is this a goddess? Yes, for some it is. How can I agree with this argument? Fortunately, I have the term "Eight waste" to rely on.
In Part II of this series, we will begin to integrate 5S and Eight Waste.