What is Lean? As D.Hobs notes in his book Applied Lean Business Transformation Management, the Lean method is a set of techniques that allows work to be done with a minimum of non-value-adding activities, resulting in significant reductions in waiting time, transportation time, and other delays. The Lean system strives to identify and reduce or eliminate all processes that do not create value. A Lean company is able to produce a product or provide a service at costs that consist only of value-adding activities.
Many people have probably heard or read about Henry Ford - the founder of Ford Motor Company, who was the first to introduce an assembly line in his automobile factory, which made it possible to manufacture cars in mass rather than individual series, or Toyota Motor Corporation, which is undoubtedly considered the founder of the Lean management style and is mentioned in almost all articles or books related to Lean. In this article, we will not delve into the history of lean production methods, but try to find out - how Lean methods can be applied in any company without huge investments.
Sort, Organize, Shine, Standardize, Sustain Control! Or - 5S.
First, we will look at the 5S visual management method from the Lean method set. Most companies that have chosen to start the path to a Lean factory begin with 5S implementation. This method does not require large financial investments, but it does require time from both management and employees. Remember this - Lean method implementation can never be one-sided. In order for the system to survive, employees must have support from management, as it is the employees who will determine whether the system in your factory is sustainable.
So 5S - is a method that helps create and maintain a visual workplace. Visual management, clear and understood the same by all employees, allows you to quickly identify process losses and take action to eliminate them. The workplace is organized using a list of five Japanese words: Seiri - sort, Seiton - organize, Seiso - ensure cleanliness, Seiketsu - standardize and Shitsuke - sustain control.
Reduce losses
Improve productivity
Change the way of thinking and attitude of employees towards their work environment
D.Hobs has studied and found that companies that have successfully implemented and maintained the 5S principle have reported the following positive results:
Improved communication and information exchange
Lower number of accidents at the workplace
Improved productivity indicators
Improved production quality level
Reduced downtime of equipment.
When introducing 5S, employees do not always have a clear vision of the essence and purpose of this method. One way to help employees understand 5S is the modeling method. A small area of the factory is allocated for the system implementation. The method should be introduced and explained in detail before starting to implement it in another place. The main essence of this method is to find a visual understanding, so that employees can compare the place where 5S is introduced (new way of thinking and approach) with the place where it is not yet introduced (old way of thinking and approach). When understanding the positive impact on the workplace created by 5S, employees will willingly accept it and help introduce it throughout the company.
The first S - Sort.
Sort means to get rid of everything unnecessary, extra, as well as things that are in the workplace but do not relate to the work being done. The goal of these actions is to get rid of everything that is not necessary and to keep only the absolutely necessary minimum of things in the workplace.
First, objects or tools are sorted into two groups - necessary and unnecessary. From the items that are deemed unnecessary, they are immediately disposed of. When an employee has doubts about a particular item and is unable to accurately define whether it is necessary or not, it is marked with a red sticker with a date on it. If the item is not used once before the specified date, it is disposed of. In the next step, objects are sorted by frequency of use. The items that are used frequently (possibly every day) are placed as close to the work area as possible. Items that are used less frequently (possibly once a week) are stored a little further from the work area, but close enough to be easily accessible when needed. Finally, items that are used infrequently (possibly once a month) are placed the farthest from the work area. Sorting should be done periodically and should be seen as a regular action rather than a re-implementation of 5S. The results of sorting can be used as a visual communication tool with employees by displaying images of the workplace before and after sorting on the 5S information board.
The second S - Organize.
Order means efficiency. This step means placing all things in their designated places, systematizing them so that, for example, documents can be found quickly and easily put back. In addition, there should be clearly defined places for objects, so that anyone can easily find them. Some examples of successful order provision are color coordination and tool panels. The color of tools or equipment is coordinated with the color of the work place (can use, for example, colored tape). On a special tool panel at each work station, the contours of the respective tool are outlined, to visually quickly determine the intended location of each tool. These steps should be repeated every time tools or equipment are changed or purchased.
As an example of organizing step, is a shelf system with a bridge crane. Each shelf is marked with the type of material that is in that shelf.
The Third S - Ensure cleanliness.
This step means that it is the responsibility of each employee, starting with the janitor and ending with the director, to tidy up their work area at the end of each day. Additionally, each employee should learn to see the cleanliness of the spaces and surroundings through the eyes of a visitor. To make cleaning a natural process, it is possible to implement a daily five-minute cleaning schedule. The tools and materials needed for cleaning should be placed in an easily accessible location and kept in order. The cleaning process should not only clean the workspace, but also identify and locate sources of disorder.
The fourth S - Standardize.
Order should be maintained continuously. Visual identification marks, colors, for example, introducing recognizable symbols for all, are very important in this activity. Standards are introduced in the first three 5S steps. The best standards are those that are so well and effectively perceived by employees that any other action is no longer performed differently.
5. S - Maintain Self-Control - Sustain.
This step means to maintain the previous four steps and make them a regular part of the daily routine. It also means to constantly strive for improvement and to regularly review and evaluate the effectiveness of the 5S system. Self-control is essential to the success of the 5S system, as it ensures that the system is being followed and that improvements are being made. This step is ongoing, and it is essential to regularly review the 5S system and make changes as needed. The goal is to make the 5S system a part of the company's culture and for it to become a natural way of working.
Comments