Looking for opinions concerning the re-start up of a 5s Program

[8ball]

Re: Starting up 5s again

This is ALL correct. The managers dont give a t**s.

But i am not at a legel to instruct or demand they back it. Sales is KING and Productivity second. Yes i know dont someone come on here telling me 6s will help, i know that.

So therefore insteas of playing the victim and telling everyone no ones interested, i thought the best thing to do is get people involved that are intereseted.

 

[8ball]

Finally an answer im looking for. I believe i need to set up somekind of 6s team and hope through peer pressure and shop floor being more involved than they currently are that it might spread and people take an interest cos management are not interested untill they get their botttom smacked by their boss and their boss get bottom smacked by their boss and so on. usually about every 6 months

 

[TShepherd]

It looks to me that this discussion is talking about several different methodologies and is getting more and more confused.

5S is primarily a methodology to set the foundation for standard work SORT, SWEEP, and on and on. The focus is getting the shop to a level that will allow standard work to be put in place. Not on audits.

Layered Audits is a methodology to get managment envolved in the shop floor - the layers refer to layers of management Team Leaders, Supervisors, all the way to the CEO (owner). Not to punish but rather stablize) create comminication back and forth to the decision makers.

Maybe I was taught wrong.

Going back to the original post - describe the 5S program that you are trying to get support and perhaps a clear answer will appear.

Tom

 

[AdamP]

After reading the original post and all of the replies I think I understand what you're trying to do and agree that the thread is gaining complexity, which is probably not what you were hoping for.

It's pretty clear that your management is not help responsible for any 5S activity currently and that you don't have the ability to change that right now - so you can still implement 5S as long as you set realistic expectations for: what it will look like, how to get the employees engaged, and how to communicate to the managers when that happens.

The other thing here is that you may have gotten off track by focusing on the audit part of a 5S program. Audits are fine, but honestly not "make or break"to get 5S going.

If you agree that that idea behind 5S is to prepare your workplace for standard work - as already posted, you will hopefully also agree that what 5S really does is creates a picture of "normal", so that when anything "not normal"appears, it is immediately visible and can be addressed. You don't need audits to accomplish that.

Start with a local area - a cell perhaps and haev the people who work in that area team up to agree on what gets 'sorted'(first S), where things get 'stored'(second S), how the area gets 'scrubbed, swept, shined'(3rd S) and so on. Then share that approach with another small area and once they are both active, you could encourage a bit of competition to see which has a better work area and that can be the path to audits performed by co-workers. As you get more small areas involved, you can improve the objectivity of the checks (audits).

Will your management ever get super excited about this? Unlikely. Will some of them scratch their heads when the yields improve and the productivity or throughput improves - maybe. Will it occur to them how that happened - only if you have a conversation with them about it.

So you need to decide what YOUR motivation is for trying to get 5S going. Is it to look good in the face of your management? Seems like you're in the wrong place if that's the case.

If you're sincere about helping your employees develop a better way of working and creating that improvement mindset, then be patient and keep at it - you'll get there.

Cheers,

Adam

 

[8ball]

Thanks for reply.

Simply put. Senior Management do not care one bit until the group owners raise it and bring it up as an issue. We have to supply audit scores for all our cells to the owners every month without fail. I understand that the audit in reality means little but this is the requirement. They dont seem to be bothered that scores dont change every month and in general are getting worse. As long as they get the scores their happy. Tick in the box approach.

Its a shame as i know what it can deliver and have led many Kaizen events implementing 5s. Management still believe its a cleaning tool lol. As our ops manager said ' whats so hard about 5s? you see some s**t on the floor, sweep it up'. think this just sums it up. Simply put without the involvement and support of top level management it is doomed to fail.

 

[SpongeMouse]

can i add also to the ""complexity" of the issue

why dont you try to include the ON TIME AUDIT on the performance criteria at the huan resources dept. it does improve our performance level when (in our case for those lazy peeps ) it comes to the year end appraisals

 

[EHSQATech]

There has to be a committment and understanding from upper management, so it (Lean) is truly supported from the top. The key here is getting top management to understanding the value of implementing lean (5-S in this case). Show them "what's in it for them". I would propose starting a site steering committee, that's main focus is, to identify the top lean kaizen opportunities, that would directly impact the KPI's. Feel free to e-mail me, I can share the implementation that I lead at my previous employer.

 

[EHSQATech]

After you get the committment from top management, communicating the value of lean implementation to the shop floor is equally as important. Engaging and involving the employees on the shop floor is crucial.

 

[Stijloor]

There has to be a committment and understanding from upper management, so it (Lean) is truly supported from the top. The key here is getting top management to understanding the value of implementing lean (5-S in this case). Show them "what's in it for them". I would propose starting a site steering committee, that's main focus is, to identify the top lean kaizen opportunities, that would directly impact the KPI's. Feel free to e-mail me, I can share the implementation that I lead at my previous employer.

Please share your experiences here in this Forum so that all our Members will learn from what you have accomplished.

I look forward to reading it. Thanks for sharing.

Stijloor, Forum Moderator.

 

[Aguas]

I recommend to you read the Change Management, the people side of change, written by Jeffery M. Hiatt and Timothy J. Creasey.
This book helps me a lot with my frustration while 5 S was deploy.
I agree with most of the above comments, from my prospective, 5 S is very interested tool, because it demands a lot of discipline from all in the organization, on my previews 5S deployments I identify the following challenges:
1.- 5S is not a Program, it is a behavior shifting, which demand a lot of follow up during implementation until disipine is well established.
Is a change that involves the Organization and Persons, and with recommended book you can identify two different approaches to improve commitment.
2.- Management commitment should be there and it will demonstrate when you identify assets that are no used for a long period of time and are using space.
3.- I identify the check list were not effective but I find a way to get better result, demand more work for me but at the end people was engaged to 5s From the check list instead of mark yes or not I took a picture Outlined with green when the question was reached and Red if we did not see improvement, the pictures are took from the same spot every time. Than the areas that have more green we publish on cafeteria.

The challenge starts when assets need to relocate and is when management needs to support 5SS