5S Implementation Success Stories - Anyone Care to Share?

[GStough]

I've searched for success stories of where others have implemented 5S in their organizations, but haven't seen anything that I can use yet, which is the reason for this new thread.

We are trying to implement a 5S program, but the director wants to start with a small department (maintenance) and spread out from there. He asked me for help in finding out how other companies have successfully implemented their 5S programs. He has had a difficult time of it in getting management on board with the idea, so he really wants to make sure that the implementation goes as smoothly as possible.

So, is there anyone who would care to share your company's story? How did you do it? Was it well-received by the folks on the floor? What obstacles did you overcome in establishing and maintaining the whole thing? Any tips or advice would be welcome.

Thanks!

[RCBeyette]

I will confess that we started off in one of our maintenance areas and the result was failure. Why? For the most part, maintenance knew where everything was, labels were unnecessary, they were always rushing around doing stuff, etc.

The idea of a pilot area within a site is a good one, however. Find an area that already has some of the 5S concepts implemented...and they may not even know it! What about your stores/inventory area? Warehouse?

That's what we did on our 2nd attempt. From there, when we were ready to bring Maintenance back into the focus, we had the Maintenance guys tour the 5S pilot area and talk with the operators there about problems, difficulties, how challenges were overcome, benefits, etc. It wasn't long before one of our Maintenance areas became the pride and joy of the site (and the others weren't too far behind).

[John Nabors]

One of the biggest successes with 5s at a previous employer and (there were many) was with marking off staging areas on the floor where pans of parts would be staged in discrete areas for subsequent processes. In particular we had four vibratory tumblers all with different tumbling media (two kinds of stainless media and two kinds of ceramic) and had an ongoing problem with parts being placed in the wrong media with occasionally disastrous results. A staging area was established for each individual tumbler and big signs were hung over each staging area listing all the part numbers that belonged in each media. That reduced the incidences of parts going into the wrong media to virtually zero.

But as a humorous aside, there was one thing the 5s coordinator did that just had me shaking my head... we had a granite surface plate that, as I recall, was 72"x48" and 24" thick, I bet that sucker probably weighed about 8000lbs. The 5s coordinator was on a kick of marking the floor around every piece of equipment, furniture, shelving, etc. at each corner to show where that item belonged and did so with this surface plate. I shook my head and said to her, "Cheryl, I really don't think we have to worry about this surface plate getting up, going to the cafeteria for a cup of coffee, and then coming back and forgetting where it belongs."

Unfortunately, Cheryl had about as much of a sense of humor as your average sea cucumber.

I guess my point is, 5s is a wonderful tool but IMHO it can be taken to extremes. Just make sure that what you're doing in some way adds value.

[peacewong]

5S Rule

A. Sort
1> Is the floor clean and maintained or is there evidence of spills of material, liquids or parts
2> Is personal protection equipment available and used by all people working in the area. Is all emergency equipment readily accessible
3> Is all machinery/equipment appropriately guarded and kept clean and unsoiled by daily care
4> Is cleaning equipment readily available and identified in the area e.g. brushes, cloths, bins, vacuums
B. Store
5> In unmarked areas, is the floor free from unnecessary items e.g. tools, WIP, trash cans
6> Are there any unnecessary items of machinery or equipment located within the area
7> Are tools/parts for changeovers identifiable and appropriately located e.g. shelves, cabinets, boards
8> Are there items of inventory/parts that do not relate to what is currently being produced in the area
C. Shine
9> Are controls for machines properly labeled and are critical points for maintenance clearly marked
10> Are "quality systems on-line" e.g. Work Instructions, Drawings, SPC
11> Are all documents in area associated with task, neatly stored, and are revisions current
12> Is all product appropriately identified in terms of its status e.g. good, scrap, on hold, rework etc
D. Standardize
13> Is the storage of all containers and material always neat and at right angles
14> Is operational performance information readily available in the area e.g. schedules, production, scrap
15> Are walkways, workstations, product storage and hold locations clearly delineated
16> Are there suitable markings and labels to identify contents on the floor, shelves, bins, cabinets
E. Sustain
17> Is there a disciplined system of controls and maintenance to ensure highest possible performance
18> Are all tables, benches and workstations kept in an orderly, clean and tidy condition
19> Is there evidence of a system to keep all machinery/equipment clean by daily care
20> Are controls posted on a bulletin board. Is information on the bulletin board orderly and current

[DanteCaspian]

I think we have been quite successful.
I find myself having to create a structured rewards and recognition program for 2009, and I am building a list of people that have shined this year in the way of 5S, improvements and cost savings... that list amazingly enough, is accounting for about 12% of our staff, much more successful as of late then anticipated!
In fact, this has given me further confidence to hit the next stage of lean education for Lean tools. Make no mistake, the road to getting specific, measurable participation and initiative has been hell,and there is so much to do and continue on with... so much!
Sustaining is most often the greatest struggle, and we are no exception of course!
See attached for a sliver of our changes in the last year.

[DanteCaspian]

Originally Posted by John Nabors

I guess my point is, 5s is a wonderful tool but IMHO it can be taken to extremes. Just make sure that what you're doing in some way adds value.

Absolutely! There, as with anything, needs to be balance.

One of our greatest challenges, was that everything we did for getting the facility in order, driven through 5S, was persuading people to believe that it was important, and that putting trash in the trash can was a good idea. It really was that simple to start! Sounds like a cartoon, but people just did not think it was necessary to have any order and controls in the workplace. The culture, for the most part, viewed ALL of 5S l as "over the top". While I am fairly "clinical" in terms of criteria for 5S (some say militant), I always use value to calibrate possible changes, and observe the human side of any change and improvement. So, when there is no sign or label in a work area, it may simply not be needed.

[krb.jipms]

Hi All,

I see some decent successes here through 5S activities. One thing I was hoping to see is an example of what the reasons for 5S implementation were, and how they were positively affected. Reasons must be made clear. 5S should not be implemented for the sake of implementing 5S.

The decision to implement 5S or any improvement strategy should be based on solid data. For example if after a thorough benchmarking analysis of the cost/loss structure of your site the cost of consumables is felt to be unnecessarily high, reducing this cost would be made one of the activity's targets. After six months of 5S activity, the same analysis of cost/loss is repeated and the results compared to your original benchmark.

It is necessary to search for the factors affecting undesirable conditions, understand these factors and eliminate them. These factors become your reasons.

[RCBeyette]

Originally Posted by krb.jipms

The decision to implement 5S or any improvement strategy should be based on solid data. For example if after a thorough benchmarking analysis of the cost/loss structure of your site the cost of consumables is felt to be unnecessarily high, reducing this cost would be made one of the activity's targets. After six months of 5S activity, the same analysis of cost/loss is repeated and the results compared to your original benchmark.

It is necessary to search for the factors affecting undesirable conditions, understand these factors and eliminate them. These factors become your reasons.

I totally agree that the reason(s) behind the implementation of a 5S culture should be clearly understood by all personnel involved...which is why sometimes talking about how much things cost doesn't really motivate people; after all, it's not THEIR money, it's the organization's.

You need to understand what motivates each level of the organization. One thing I have found in a manufacturing environment that makes most people sit up straight is when you talk safety. They want to go home at night to their loved ones. They want to go home at night and play with their pets. They want to go home at night and get ready to meet their friends.

The second "heavy hitter" for grabbing the attention of people is the improvement to morale. There is something to be said for coming to a clean, well-lit, spacious work environment. A perfect example of late is my home office. I have not been able to use it comfortably for over a year...ever since I accepted the corporate position. I had boxes and bags and folders every where from my former position's desk. Last week, I cleaned it all up. It's clean. It's organized. I can walk into the room and not have to step over things. Even the animals feel comfortable to enter, too!

Not every reason for implementing 5S has a tangible performance metric to be associated with it...and always remember that if you want people to give it a try, you'll have to speak their language and tell them why it's great for them!