STARTING POINT

A common question asked by managers interested in implementing lean methods is, "Where do I start?" I always prefer to begin with the workplace organization methodology of 5S. In fact, if an organization told me it could only do one thing toward being lean, my recommendation would be (S)orting, (S)etting in Order, (S)hining, (S)tandardizing, and (S)ustaining.

This systematic approach to how materials are stored and how a new order of doing business is maintained builds a clear understanding among employees of how work should be performed and helps instill ownership of the process in each of the participants. My own preference for 5S stems from that fact that it involves much more than simply getting organized – as important as that is – because this process also impacts safety, quality, productivity, inventory control, and consistent work practices.

Because 5S is rooted in team orientation, its exercises quickly get floor operators involved and energized. These are not "expert oriented" techniques that depend on "5S blackbelts" or other types. You simply teach the participants what each S is, then set them loose.

You do not have to 5S the entire operation before starting on anything else. In fact, depending upon the size of your plant and organization, it will probably take at least a year or two to 5S everything in your operation. On the other hand, you should target 5S at a particular area, a specific line or machine before you start any other initiatives in that same area.

Here is a good basic format for introducing 5S to operators:
(1) Overview of 5S and its benefits

(2) Go to the shop floor to pick a focus area
(3) Go over the first 3S in detail

(4) Return to the shop floor and get to work on the first 3S

(5) Return to the classroom for Standardize and Sustain overview

OVERVIEW
No need to spend much time here, because 5S is a straightforward tool. Review each S, what it means and a bit about how it works. Go into more detail about each S later. The employees will learn 5S most effectively by actually getting out onto the shop floor.

PICK A FOCUS AREA
Have everyone put on their safety glasses and go to the shop floor to decide on the precise area to perform the 5S. A general area may have already been picked out, but you will need to define the space precisely . . . "everything from this post to that post, from this wall to an imaginary line along there, including these two cabinets and that storage shelf". . . it is important to be clear in defining the area and giving some thought as to whether or not you'll have enough (or too much) time for the task. If in doubt, always select a smaller rather than a larger area, finish it, then move on to another area.

When estimating the time involved, keep these things in mind:

– More junk and clutter equals more time needed.
– Cabinets, shelves, drawers, etc. always take more time than you think.

– Remember that you are not just going to tidy up, you are going to move things around, throw things away, and provide permanent places for storage. All of this will take more time than you think.

You will need a short-term red tag spot; I typically just put a pallet on the floor somewhere. You also need a long-term red tag area somewhere in the plant, but decide that location before the workshop.

FIRST 3S IN DETAIL
Return to the classroom to cover these. You can actually go over all of the 5S at this point if you prefer, but you will probably only perform the first three when you return to the floor. Tell the team exactly how you want to go about Sorting, Straightening, and Shining in some detail:
– When Sorting, go through all of the tools, materials, etc. in the work area. Keep only the essential items. Store or discard everything else.
– When Straightening, clearly label or identify a place for everything, then make sure everything is set in its place. Arrange items in the order that best promotes efficient work flow, without anyone having to bend repeatedly to get any materials. Each item should be close to its point of use to straighten the flow.
– When Shining, keep the workplace neat and swept clean. At the end of each shift, clean the work area and restore everything to its place. Emphasize that maintaining cleanliness is now part of the daily work routine, not something to do only when things get too messy.

Bring visual factory examples into the discussion, because the better an idea the employees have as to what is expected of them, the better the work will go. Take a notebook with you and assign someone to keep track of "to dos" and ideas as they come up.

GET TO WORK ON THE FIRST THREE
This is the fun part and where you will spend most of your time. Everyone puts on their safety glasses and gloves and gets to work. Have the employees gather around for the first few minutes as you go through Sort and Straighten very deliberately. Pick up the first thing you see and ask, "Do we keep this or throw it away?" If the answer is "Keep it," then ask, "Where does it go?"

Do this for a few minutes until everyone gets the message that everything gets attention. Keep notes as to any new hangars, holders, etc. that need to be purchased or fabricated for permanent storage spots. Label everything during the workshop if you can; make a note to come back and place the label later on if you can't.

THE LAST TWO
After the focus area has been fully Sorted, Straightened, and Shined, take the team members back to the classroom to work on Standardizing. Here they review the consistency of their work practices in that area, then establish and detail the most efficient procedure to follow for each practice. The team should also develop a quick "end of shift" checklist of practices that keep things orderly. Remember that "idea list"? Now is the time to review it and formulate a "to do" list for any unfinished tasks. At the end of this process, everyone should know exactly what their responsibilities are for adhering to the first 3S.

Finally, develop a formal schedule of team meetings so the employees can periodically review their action list, evaluate the effectiveness of their procedures, think about and recommend better ways to do things, and Sustain the new way of operating. Whenever a new technique or tool is suggested, the team should review the first 4S then install the changes as needed. When new equipment, new products or new work rules are installed, the employees must make changes in their standards then train others as needed.

– – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – – –

Rick Bohan is the principal of Chagrin River Consulting, LLC, Chagrin Falls, OH, www.chagrinriverconsulting.com. For questions or comments on this column, contact Rick at 216-409-9056 or [email protected].