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Introduction
5S
can be fast and simple. Ninety percent of the benefits can flow from a few
simple forms,
procedures and techniques combined with
plenty of action.
We recommend two stages
for implementation. This
allows work teams to experience results quickly and generates
enthusiasm. It promotes learning in manageable steps that combine
theory and practice with the emphasis on practice. It uses many
principles of Action Learning.
Stage I
Stage I of 5S emphasizes
cleanliness,
housekeeping and convenience. Improvements in efficiency, motion
economy and process are basic and, mostly, limited to individual
workstations. Or, in 5S terms, Sorting, Shining and basic
Setting. Training is short, team planning limited and action is
quick. Standardization activity is also basic and limited to
maintaining the initial levels of cleanliness. Stage I also includes
a steering committee to begin
Sustainment. Our workshop, "5S
Fast & Simple" implements Phase I in
two days. It does not have to difficult or complex. The
bias should be on action and participation. To
see a typical schedule for this sort of thing,
click here.
Stage II
 Stage II builds on the skills and
experience of Stage I. It assumes that Sort and Shine have been
maintained and that most of the Set activities for individual
workstations are correct. Stage II training emphasizes
layout of the area, Ergonomics and advanced Motion Economy. It also
extends Standardization activities beyond 5S maintenance and into
production tasks, safety or other activities where work
standardization is useful. It may include Team
Development training.
Useful Tools
Banners & Posters
These can
change culture and attitudes but
only when accompanied by management
action and support. People need the knowledge of 5S tools
and the resources to use them. Without such backup, employees view
banners and posters as just another example of management hypocrisy.
For an excellent discussion of this issue,
Click
here.
Kaizen Events
(Blitz)
Kaizen Events are short, highly focused
projects for improving some aspect of a work area. They generally include
training
followed by or concurrent with analysis and
implementation.
Quick & Easy Kaizen
Originated by Toyota and popularized by
Norman Bodek, Quick & Easy Kaizen (or Mini-Kaizen) can
supplement 5S activities.
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Planning The Implementation
5S Teams
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The purpose of these teams is to
implement 5S improvements in their own areas.
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The
team should have about 5-12 members.
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The core group of a 5S team consists of
people who work together in a contiguous area or department.
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People from support areas such as
engineering, maintenance or supervision can supplement teams for
the initial kaizen event. This is a useful way to
train those people who will not participate in daily 5S activities
but need to understand the program.
Steering Committee
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The purpose of the committee is to
coordinate activities, set policies, and sustain the 5S
program.
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The committee should have about 5-15
members.
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Membership is representative of all
organizational levels and most areas of the operation.
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Members should participate in
initial training and serve temporarily on 5S teams to observe
activities.
5S Coordinator
The 5S Coordinator assists 5S Teams, may
facilitate kaizen events, conducts training and executes the
directions and policies of the Steering Committee.
Management Champion
The Management Champion is a senior
manager who provides resources and support the for 5S program.
Stage I Kaizen Events
 In a Stage I kaizen event, participants
are organized into 5S teams (see above). Managers, supervisors and
support staff supplement core teams for learning purposes. Up to
eight teams and 60 people can participate in a session and the event
normally runs for two days.
Training occurs during the first half
day. This training introduces 5S and basic 5S tools. After the
formal training, the teams spend an hour or so planning and
organizing their project. Each team presents its plan to the other
groups.
Teams then move to the plant floor and
execute the first of the 5S'-- Sort, Shine and Set. Several general
sessions are held to report progress and the facilitator and
managers visit each team as the work progresses. Near the end of the
second day, the teams complete their work and report to management
and the other teams in a plenary session.
While the 5S teams are executing their
projects, the steering committee holds several meetings to determine
their course of action. They decide on sustainment methods, initial
policies and standards for 5S teams.
The 5S Coordinator works with all teams
to ensure they have adequate tools and supplies. The training
facilitator assists teams with decision making and organization. The
Management Champion offers encouragement and support.
Stage II Kaizen
Events
Stage II Kaizen Events should occur
several weeks or months after the stage I event. Stage II events may
require 2-5 days and the emphasis is on advanced tools. The initial
training, analysis and team project planning consumes most of the
first day. Such an event may include the rearrangement of equipment
or the construction of special tools.
After the training and planning, the
event is executed in a manner similar to the Stage I event but the
time required may be longer. Stage II events are more focused and
only a few teams hold events simultaneously.
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