tag:blogger.com,1999:blog-58115152104451220562024-02-19T09:00:47.681-08:00Improving Your WorkplaceThe Improving Your Workplace Blog is all about 5S and how to implement and maintain your programs.Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.comBlogger18125tag:blogger.com,1999:blog-5811515210445122056.post-82732034572092326102010-09-30T08:48:00.000-07:002010-09-30T08:56:39.692-07:005S Tool Kit<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhV26q-UCIXTUI0OyWcwiempgeU8xNQG5-KpgpmrHhG31Y93m4IUkHwnymxcZOqaaUSoJjc36yDAgsNDCK6YaSbMf-06oME99dRaPqqDowrN0y6S5pqQ_oReZGerudlOQYJkr0sZDi_uaYi/s1600/5S+Tools.png"><img style="display:block; margin:0px auto 10px; text-align:center;cursor:pointer; cursor:hand;width: 320px; height: 177px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhV26q-UCIXTUI0OyWcwiempgeU8xNQG5-KpgpmrHhG31Y93m4IUkHwnymxcZOqaaUSoJjc36yDAgsNDCK6YaSbMf-06oME99dRaPqqDowrN0y6S5pqQ_oReZGerudlOQYJkr0sZDi_uaYi/s320/5S+Tools.png" border="0" alt=""id="BLOGGER_PHOTO_ID_5522735076121544306" /></a><br /><br />Get our 5S Tool Kit Today! <br />Normally $34.98 -- Now Only $$24.99<br /><a href="http://5sblog.net/5S Tools/"><br />MORE INFORMATION</a>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-16299202690236619712010-07-02T10:49:00.001-07:002010-07-02T10:59:52.415-07:00Get More From Your Basic 5S Program<div style="text-align: center;"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwZJo8HgO9S9LhvXhuadEp8ykOIYUDAvKQSBJboAzgTGcNUUUcZtfBFKaDdlmbezJ8K-V3v0jvaU7jTKrdm5AM3uuPcvjLoGhyyg9Kbh_A2G0gdyLk3z1UkrcCtfKAvOoKKI-LGy_Dc7P5/s1600/Adv5S+Flyer+Pic.png"><img style="display: block; margin: 0px auto 10px; text-align: center; cursor: pointer; width: 341px; height: 400px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwZJo8HgO9S9LhvXhuadEp8ykOIYUDAvKQSBJboAzgTGcNUUUcZtfBFKaDdlmbezJ8K-V3v0jvaU7jTKrdm5AM3uuPcvjLoGhyyg9Kbh_A2G0gdyLk3z1UkrcCtfKAvOoKKI-LGy_Dc7P5/s400/Adv5S+Flyer+Pic.png" alt="" id="BLOGGER_PHOTO_ID_5489367825889669522" border="0" /></a><span style="font-family: arial; font-weight: bold;">It is Independence Day!</span><br /><br /><span style="font-family: arial; font-weight: bold; color: rgb(153, 0, 0);">...Independence from lack luster performance in your Basic 5S Program.</span><br /><div style="text-align: left;"><span style="color: rgb(0, 0, 0);"><br /><span style="font-family: arial;">Our new book on Advanced 5S Tools and Techniques can help you jump start your program and get the results you have been expecting but not getting. Buy your copy today.</span><br /><br /></span><div style="text-align: center;"><span style="color: rgb(0, 0, 0); font-weight: bold;"><a style="font-family: arial;" href="http://www.lulu.com/product/paperback/advanced-5s-implmentation/11589897">Purchase</a><span style="font-family: arial;"> or get <a href="http://www.aleragroup.com/Advanced%205S%20Marketing/default.htm">More Information</a>.</span></span><br /><span style="color: rgb(0, 0, 0);"></span></div></div></div>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-91390915101227551572010-07-01T08:33:00.001-07:002010-07-01T08:40:43.418-07:00My 5S Program Is Not Working<p style="font-family: arial;" class="MsoNormal">Many organizations fail to successfully accomplish their expectations and goals for their 5S program. Typical causes of 5S failure include:</p> <ul style="font-family: arial;" face="arial"><li><!--[if !supportLists]-->5S is seen as a stand alone effort</li><li><!--[if !supportLists]--><span style="color:black;"><span style=""><span style="font-style: normal; font-variant: normal; font-weight: normal; line-height: normal; font-size-adjust: none; font-stretch: normal;font-size:7pt;" > </span></span></span><!--[endif]-->Management doesn’t set a strong 5S example</li><li><!--[if !supportLists]-->Management doesn’t enforce 5S practices on a daily basis</li><li><!--[if !supportLists]-->5S expectations are not incorporated into every employee's job description</li><li><!--[if !supportLists]-->No vision of what each target area should look like in terms of 5S</li><li><!--[if !supportLists]-->Procedures in complete of inadequate</li><li><!--[if !supportLists]-->No regular follow up by management</li><li><!--[if !supportLists]-->Lack of employee recognition</li><li><!--[if !supportLists]-->Progress not tracked and visually displayed</li></ul> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal"><br /></p><p style="font-family: arial; font-weight: bold;" class="MsoNormal">5s Is Seen As A Stand Alone Effort</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">Typically managers see the 5S effort as something that is done periodically such as just prior to the annual visit by upper management. It is not viewed as an on-going effort and as a result it quickly becomes viewed as just another “flavor of the month effort,” By treating your 5S program as a stand alone process creates a lot of confusion about the purpose of this effort and typically results in the improper use of valuable resources.<br /></p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">Management Doesn’t Set A Strong 5s Example</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">Nothing kills a 5S program quicker than having employees walk by a managers' desks or work areas that are messy and cluttered after they have attended a 5S training session or 5S progress meeting.</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">Management Doesn’t Enforce 5S Practices On A Daily Basis</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">When every member of the management team does not support 5S practices consistently and regularly it sends the wrong message. If a supervisor walks by someone who is violating a 5S (or other type of high performance) expectation and does not say anything, they are telling that employee that their behavior is OK.</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">5S Expectations Are Not Incorporated Into Every Employee's Job Description</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">Keeping your work areas to remain clean and organized will not happen by itself Most failures to maintain a clean and organized workplace stem from people thinking and saying “it is not my job!” This generally occurs when management has not incorporated their 5S expectations and goals into each employee’s job description</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">No Vision Of What Each Target Area Should Look Like In Terms Of 5S</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">One of the greatest “killers” of any program is the lack of a shared vision. When management fails to communicate its vision, it is impossible to get employees to enroll into it and they will not be committed to making it happen. A vision is not something created by a couple of people in a room, it is what the leader envisions the program to be and then shared with every stakeholder. When lack of a shared vision is the culprit, it is typically because management did not commission the 5S project properly. They did not explain the goals and their expectations in a clear and concise manner, if at all.</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">Procedures Incomplete Or Inadequate</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">Most failures of 5S programs can be traced back to inadequate or ineffective 5S procedures. 5S teams for some reason seem to take short cuts when it comes to writing procedures for the workplace. For example, they often fail to include steps for tasks such as putting things back where they belong; people assume that people will naturally do this. Each and every part of your 5S program needs to be defined by procedures to ensure that they are performed the same way every time, by every applicable worker.</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">No Regular Follow Up By Management</p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">When management does not follow through by looking for consistency of 5S practices and consistency in the use of visual techniques, safe work practices, and employee awareness of high performance concepts, they send the wrong message. Too often, managers try to manage from their offices or meetings and they don’t have a “presence of the floor”. This usually leads to the impression that they are uninvolved or don’t care. When managers do not observe and discuss their findings with workers or make corrections, the 5S program falls short of goals and expectations</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">Lack Of Employee Recognition</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">Nothing kills enthusiasm or morale quicker than management’s failure to recognize the efforts of the workers in meeting goals and expectations. The lack of a formal recognition program leads to poor 5S performance and increases the likely hood that your program will not be sustainable.</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">Progress Not Tracked And Visually Displayed</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">People get discouraged if they can net see progress towards their goals. The effects of the program should be quickly obvious, however it is soon forgotten unless a record is made such as using before and after photographs. Without progress tracking it will not be obvious to outsiders and other stakeholders that any progress has been made at all. Workers in the target area quickly become discouraged and stop applying the 5S practices causing a regression back to where you were when you started your 5S initiative.<br /></p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial; font-weight: bold;" class="MsoNormal">Getting Past 5S Failures</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">Advanced 5S Implementation is intended to help you avoid the 5S failures that others have suffered. It shows you can benefit from using several of lean management approaches and techniques. Your 5S Implementation team must consistently apply these approaches and techniques and identify and correct problems. You can not rely solely on supervisors to do this. They can deal with the application of procedure and people issues, they do not have the time to address structural issues that make the system work. The 5S Implementation team needs to address the needs of the 5S program and make adjustments in the true spirit of continuous improvement.</p> <p style="font-family: arial;" class="MsoNormal"><br /></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">In short, the Advanced 5S Implementation book will help your team build high performance practices, expectations, and measurements into the overall work system. </p>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-88604324671239441062010-06-29T17:20:00.000-07:002010-06-29T17:46:01.516-07:00<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgg04DbyZnaQAn439RK4J9zBOcRxQov0mVmAPxfoRZlHRejlvrGhWjnaYiLRo6vHZqblff3cnInN9redJi8OI9RDmqC3nm__dTC1HT2q2byHE9DNP2btJId2EAs-lykICLrW63j1AJBAl5z/s1600/5s+cd.png"><img style="display: block; margin: 0px auto 10px; text-align: center; cursor: pointer; width: 318px; height: 320px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgg04DbyZnaQAn439RK4J9zBOcRxQov0mVmAPxfoRZlHRejlvrGhWjnaYiLRo6vHZqblff3cnInN9redJi8OI9RDmqC3nm__dTC1HT2q2byHE9DNP2btJId2EAs-lykICLrW63j1AJBAl5z/s320/5s+cd.png" alt="" id="BLOGGER_PHOTO_ID_5488361536265503362" border="0" /></a><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPjxHaR7PJq2W-nqTLptsf2tFDu6oDtgnOdRiKwJPQ6Z9-9-Cz19RKbWCAjm5-aI-5rubhalr7MBLIkejfbPryNJFUk0ezkw6JpRfgJe_LpZdWBr9FCxnmoQrDNBB2dOH13a0jaijG7NIA/s1600/5S+Audit+CD+Label.png"><br /></a><br /><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVnmQm2W4MRtlAI4rcqDemXq-WmfCBYuj051dqmPxMgntR4gXdn8MYJSDW5BMe4fIp47wuIFIC8lGO0CXS1UhqBUOxqE8Uc8-elHxVZHG0r9nfi4jyWYD7vlxfPlLB_xVuE-SY3zu5M7PD/s1600/5S+Audit+Tools+CD+Pic.png"><img style="float: left; margin: 0pt 10px 10px 0pt; cursor: pointer; width: 160px; height: 140px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVnmQm2W4MRtlAI4rcqDemXq-WmfCBYuj051dqmPxMgntR4gXdn8MYJSDW5BMe4fIp47wuIFIC8lGO0CXS1UhqBUOxqE8Uc8-elHxVZHG0r9nfi4jyWYD7vlxfPlLB_xVuE-SY3zu5M7PD/s320/5S+Audit+Tools+CD+Pic.png" alt="" id="BLOGGER_PHOTO_ID_5488355224081996578" border="0" /></a><br /><span style="font-family:arial;">This tool kit contains a variety of forms, wizards for completing documents, audit score cards, and general information that will you implement a successful 5S Audit program. This is a perfect companion to Auditing Your 5S Program. </span><span style="font-weight: bold; color: rgb(255, 102, 102);font-family:arial;" >Price:$15.99</span><br /><span style="font-family:arial;"><br /></span><div style="text-align: center;"><br /></div><span style="font-family:arial;">To Purchase or Get </span><a style="font-family: arial;" href="http://www.lulu.com/product/cd/5s-audit-tools/11595114">More Information...</a>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-57493208538704837852010-06-26T09:08:00.001-07:002010-06-26T09:16:38.070-07:00The ALERA Group 5S Library<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="http://www.aleragroup.com/Advanced%205S%20Marketing/5S%20Library%20page.htm"><img style="display: block; margin: 0px auto 10px; text-align: center; cursor: pointer; width: 400px; height: 268px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjZBsbGTRMsrBSPzdyM90ClljdAPUiBQuqW2KzdwvLO2WQnQXon_D-lZ2PuITakDcpHgp8z7erSdYx2YVXtmbyPlQErx8fWeWrRkZYdNMDhg5cgW31ZYEVPdLv7DBn8Q8DWPUT0Cu0t4Y-e/s400/5S+Library+web+ad.png" alt="" id="BLOGGER_PHOTO_ID_5487115150978302114" border="0" /></a><br />The 5S library covers how to plan and implement a basic 5S program. It will also show you how to incorporate an effective safety program inot your basic 5S program and how to use advanced team based tools for fine tuning your 5S program to ensure that your company's expectations and goals are met. You will also learn the fundamentals of build an effective 5S team that gets result. You will also learn how to properly audit your 5S program.<br /><br />Get your copy today while the limited offer is in effect.<a href="http://www.aleragroup.com/Advanced%205S%20Marketing/5S%20Library%20page.htm"> Find out how...</a>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-53153024134058377092010-06-25T18:16:00.000-07:002010-06-25T18:20:04.497-07:00The 5S Housekeeping Audit<h2 style="font-family: arial;">Thought this self-audit was interesting,<br /></h2><h2 style="font-family: arial;">How well do these statements correspond to your facility or office?</h2><a style="font-family: arial;" href="http://wcm.nu/5S/5S_test.html">Take survey</a>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-3342757058918452882010-06-25T17:17:00.000-07:002010-06-25T17:22:27.496-07:00Auditing Your 5S Program<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgoLpLXfBG7Hh2NS5lJ_xjT4cM3U5762DbRxLo0ZyFQwgm-bXxCaN3smbXXsPW_QpLuHhHSO-Y4RYkELhtOIK26sLbcZDXXzxsD2P3ka22dRO3SeNI-9v7vVXQPVZQ5ok81q4_Fjxy7e6U1/s1600/Auditing+5SBook+Cover.png"><img style="display: block; margin: 0px auto 10px; text-align: center; cursor: pointer; width: 157px; height: 200px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgoLpLXfBG7Hh2NS5lJ_xjT4cM3U5762DbRxLo0ZyFQwgm-bXxCaN3smbXXsPW_QpLuHhHSO-Y4RYkELhtOIK26sLbcZDXXzxsD2P3ka22dRO3SeNI-9v7vVXQPVZQ5ok81q4_Fjxy7e6U1/s200/Auditing+5SBook+Cover.png" alt="" id="BLOGGER_PHOTO_ID_5486870485242047074" border="0" /></a><br /><span style="font-family:arial;"><br />The 5S audit is critical to the success of your 5S program. It is often overlooked or considered an unnecessary extra expense. The audit validates the accountability of the target area owners for complying with 5S plans. Without the audit, the program slowly withers away and becomes ineffective. A close look at 5S failures will reveal a lack of or an ineffective auditing program. This book explains how to conduct a proper 5S audit. <a href="http://www.lulu.com/product/paperback/auditing-your-5s-program/11486979">Find out more...</a><br /></span>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-49053353373085146322010-06-24T16:16:00.000-07:002010-06-24T16:23:01.190-07:00Planning & Implementing 5S<div style="text-align: left;"><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjKqI_SjpmPdzEo8jsPMjFNQDAVqTY5AEpnoHCCg0YdQyUjHncPdowd9humOfeyiQvY2Hr5Bf8-fLuBmTs3cbyfI81pbxrYeQuipVJTujhvtUjTNHt9SxBqiveH8svzRXGskYnbN0NOJkZq/s1600/Basic+5S+Implementation+Book+Cover+Small.png"><img style="display: block; margin: 0px auto 10px; text-align: center; cursor: pointer; width: 155px; height: 200px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjKqI_SjpmPdzEo8jsPMjFNQDAVqTY5AEpnoHCCg0YdQyUjHncPdowd9humOfeyiQvY2Hr5Bf8-fLuBmTs3cbyfI81pbxrYeQuipVJTujhvtUjTNHt9SxBqiveH8svzRXGskYnbN0NOJkZq/s200/Basic+5S+Implementation+Book+Cover+Small.png" alt="" id="BLOGGER_PHOTO_ID_5486484371418310098" border="0" /></a><br /></div><span style="font-family: arial; font-weight: bold;">BOOK: <span style="font-style: italic;">Planning & Implementing 5S</span> </span><span style="font-family: arial;">by Brice Alvord</span><span style="font-family: arial; font-weight: bold;">:</span><br /><br /><br /><span style="font-family: arial;">The Planning & Implementing 5S program shows you how to create a 5S program based on Management committment and business needs. You will learn how to organize a 5S tean, select target areas and develop plans and schedules for your project. This book covers how to analyze the workplace, how to plan a facility-wide improvement program, and how to sustain your efforts. New and Improved! This book has been revised with sections added to the original.A perfect companion to go with our other books:</span><br /><ul style="font-family: arial;"><li>Advanced 5S Implementation</li><li>Building 5S Teams</li><li>Performing 5S Audits</li></ul>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-55188042682054149802010-06-22T09:18:00.000-07:002010-06-22T09:28:26.884-07:00What Really Is 5S?<span style="font-family: arial;">5S is a method for </span><em style="font-family: arial;"><span style="font-style: normal;">creating</span></em><span style="font-family: arial;">, </span><em style="font-family: arial;"><span style="font-style: normal;">maintaining </span></em><span style="font-family: arial;">and </span><em style="font-family: arial;"><span style="font-style: normal;">improving </span></em><span style="font-family: arial;">an orderly and clean workplace that </span><em style="font-family: arial;"><span style="font-style: normal;">exposes</span></em> waste and problems. 5S identifies unplanned levels of inventory or unneeded items such as tools, materials, work in progress or finished goods. The use of 5S provides simple visual processes so that we can identify these issues quickly. It also provides information and feedback on how well the operational process is working. 5S can be applied to any physical process in the plant and in the office. <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <span style="font-size: 12pt; font-family: arial;">5S is beyond simple “housekeeping”. Improved housekeeping as well as an organized workplace are the <em><span style="font-style: normal;">results </span></em>of 5S, however, the real purpose of 5S is to make problems more visible at first glance. 5S is an action oriented approach to change and allows people at all levels in the business to get involved and provide input towards improving their workplace.</span><span style=";font-family:arial;font-size:12pt;" ></span><o:p></o:p>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-54942436854343122602010-06-22T08:56:00.000-07:002010-06-22T09:06:48.603-07:00What Prevents 5S from Producing Desired Results?<meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link style="font-family: arial;" rel="File-List" href="file:///C:%5CUsers%5COwner%5CAppData%5CLocal%5CTemp%5Cmsohtml1%5C01%5Cclip_filelist.xml"><o:smarttagtype style="font-family: arial;" namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="country-region"></o:smarttagtype><o:smarttagtype style="font-family: arial;" namespaceuri="urn:schemas-microsoft-com:office:smarttags" name="place"></o:smarttagtype><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> <w:browserlevel>MicrosoftInternetExplorer4</w:BrowserLevel> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> </w:LatentStyles> </xml><![endif]--><!--[if !mso]><object classid="clsid:38481807-CA0E-42D2-BF39-B33AF135CC4D" id="ieooui"></object> <style> st1\:*{behavior:url(#ieooui) } </style> <![endif]--><style> <!-- /* Font Definitions */ @font-face {font-family:Wingdings; 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mso-level-text:; mso-level-tab-stop:.5in; mso-level-number-position:left; text-indent:-.25in; mso-ansi-font-size:10.0pt; font-family:Symbol;} ol {margin-bottom:0in;} ul {margin-bottom:0in;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--><o:p style="font-family: arial;"></o:p> <p style="font-family:arial;"><strong style="font-weight: bold;font-family:courier new;"><span style="font-weight: normal;"><span style="font-weight: bold;font-family:arial;" >Over the last 20 years I visited numerous manufacturing plants in the </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on">United States</st1:country-region><span style="font-weight: bold;font-family:arial;" >, </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on">Canada</st1:country-region><span style="font-weight: bold;font-family:arial;" >, </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on">Mexico</st1:country-region><span style="font-weight: bold;font-family:arial;" >, </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on">Venezuela</st1:country-region><span style="font-weight: bold;font-family:arial;" >, </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on">Peru</st1:country-region><span style="font-weight: bold;font-family:arial;" >, </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on">Spain</st1:country-region><span style="font-weight: bold;font-family:arial;" > and </span><st1:country-region style="font-family: arial; font-weight: bold;" st="on"><st1:place st="on">China</st1:place></st1:country-region><span style="font-family:arial;"><span style="font-weight: bold;"> to evaluate performance issues and workplace organization. I had the opportunity to look closely at their operations and see both the positive and negative aspect of those operations</span>.</span></span></strong><b style=""><o:p></o:p></b></p> <p style="font-family: arial;" face="arial">While each plant had its own strengths and weaknesses, one fact was clear: many of the plants had undertaken some form of workplace organization, some had implemented 5S. None were obtaining the results they desired when undertaking the effort. Some only practiced it when Upper Management was scheduled to visit, others only made half hearted attempts to implement 5S and few had any serious and lasting follow up</p> <p style="font-family:arial;">T<span style="font-family:arial;">hey were in effect merely going through the motions such as writing it </span><span style="font-family:arial;"> </span><span style="font-family:arial;">into their mission statements, management loudly proclaim its virtues but taking little interest in the day to day mechanics, and claiming to have created a visual workspace when in reality all they did was little more than create signs. Clutter and unneeded items were for the most part still evident and employee had little apparent understanding of the need to keep it free of unneeded items</span><o:p></o:p></p> <p face="arial">The fact of the matter is that we know what needs to be done. 5S is a lean manufacturing approach to manufacturing based on the Toyota Production System. The job of management in lean manufacturing is to identify and eliminate all forms of waste, including: <o:p></o:p></p> <ul style="font-family: arial;" type="disc"><li class="MsoNormal" style="font-family: arial;">Over production – producing over customer requirements<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Inventory – holding or purchasing excessive materials<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Transportation – unnecessary handling<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Waiting – time delays or idle time<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Motion – actions of people that do not add value<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Over-processing – unnecessary processing steps<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Correction – producing scrap or parts that require rework<o:p></o:p></li><li class="MsoNormal" style=""><span style="font-family:arial;">Not using human resources – not implementing the ideas / suggestions of employees.</span><o:p></o:p></li></ul> <p style="font-family: arial;">There are many impediments to the implementation of lean manufacturing and especially to proper use of 5S principles and practices: <o:p></o:p></p> <ul style="font-family: arial;" type="disc"><li class="MsoNormal" style="font-family: arial;">Incorrect plant performance measures <o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Wrong focus – too much attention to results, not enough on improving the processes <o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Lack of confidence in worker’s abilities to recognize and resolve problems;<o:p></o:p></li><li class="MsoNormal" style="font-family: arial;">Unwillingness to invest time and resources into correctly implementing 5S<o:p></o:p></li><li class="MsoNormal" style=""><span style="font-family:arial;">Failure to recognize their survival obligation to all stake holders and that change is the key survival.</span><o:p></o:p></li></ul> <p style="font-family: arial;"><b style="">Incorrect plant performance measures <o:p></o:p></b></p> <p style="font-family: arial;">Performance is impacted by many factors, especially when the focus is on the short term. Most of these factors are beyond the immediate control of management. Cash flow (the life blood of any company) is impacted interest rates and can have a dramatic impact on your plant’s profitability. Government policies and over regulation impact profits in many ways. In addition, sales volumes or product pricing impacts the profit level of a plant. When these factors positively impact profit, the operation is viewed as successful, and generously rewarded even if management practices are ineffective and wasteful. When they have a negative impact on profits, even the best managers are often viewed as abysmal failures and removed from their position. <o:p></o:p></p> <p style="font-family: arial;">Worst of all, profit measurements are easily manipulated through “cooking the books”. In most of the facilities that I visited, it was very common and obvious that management was manipulating inventory levels in one form or another. One plant manager told me that while he wanted to reduce inventories, to keep his efficiency ratings high, he was had to over-produce during slack times. This led to higher inventory levels which if reduced to proper levels would have a negative impact on his profitability measure. Too great a focus on Profitability as a performance measurement typically results in short-term thinking. What incentive is there for a company that driven by profitability measures to invest in a 5S project which might have higher costs in the short-term has the potential for significant savings in the long term? <o:p></o:p></p> <p style="font-family: arial;"><b style="">Wrong focus <o:p></o:p></b></p> <p style="font-family: arial;">People tend to do what they get rewarded to do. If their focus is on equipment utilization rather than on customer demand, the equipment will be run at full capacity, despite actual demand. The result is overproduction, which is the basis of virtually all manufacturing waste. Focusing on accountability for machine utilization has the undesirable effect of increasing waste. <o:p></o:p></p> <p style="font-family: arial;">In order to effectively and continually improve performance and eliminate waste, all processes need to be analyzed understood and then controlled. The measurement of process effectiveness will shift the focus to long-term improvements like 5S and will allow companies to reward managers for real performance. Measuring results on the other hand only promote manipulation and short-term thinking. <o:p></o:p></p> <p style="font-family: arial;"><b style="">Lack of confidence in worker’s abilities <o:p></o:p></b></p> <p style="font-family: arial;">When management is unwilling to develop their employees and allow them the freedom to manage their own processes, they will miss the opportunity to capture the full potential of the organization. I am a firm believer that the solution to every problem that a company or plant faces, is currently located with in the four walls of that facility. </p> <p class="MsoNormal" style="font-family: arial;"><b style="">Unwillingness to invest time and resources into correctly implementing 5S<o:p></o:p></b></p> <p style="font-family: arial;">Management is driven by two things:</p> <ul style="font-family:arial;"><li><!--[if !supportLists]--><span style=""></span>Budget </li><li><!--[if !supportLists]--><span style=""></span>Schedule</li></ul> <p style="font-family: arial;">Anything that interferes with either one is seen as an enemy of management, as a result many managers only give half hearted support to new ideas and projects they are not familiar with. This is compounded by the fact that most people who propose a lean initiative such s 5S don’t take the time to encode it the language of the business. They speak to generalities and the successes of other organizations. They fail to make a legitimate business case for the change. Managers have legitimate questions like:</p> <ul style="font-family:arial;"><li><!--[if !supportLists]--><span style="font-family:arial;">How will this impact the budget? Is it a legitimate investment opportunity or just another flavor of the month? </span></li><li class="MsoNormal" style="font-family: arial;">How can we minimize the impact on the schedule and still provide the people to plan and implement 5S? Where do the extra people come from? Etc. </li></ul> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">
<br /></p><p style="font-family: arial;" class="MsoNormal">Many managers simply do not believe in the effectiveness of lean manufacturing and 5S in particular. Many of the managers I talked with defended poor manufacturing practices they routinely employed in order to keep their productivity numbers high and their bonuses on track.</p> <p style="font-family: arial;"><b style="">Failure to recognize their survival obligation to all stake holders <o:p></o:p></b></p> <p style="font-family: arial;">Many managers feel that change is unnecessary. The company made money before the recession, and the good times will return when it is over. The focus is often on job security rather than employment security, the problem is, there is a sea change taking place in the world economy and companies are facing global competition like never before. Many managers fail to see the change that has occurred and the threat it brings to their very survival. They prefer to stick their head in the sand rather than address the need for their very survival – after all, the government will bail them out! The fact is jobs (including those of managers) are changing and managers better shift their focus to securing their employment and let the job change as needed.</p> <p style="font-family: arial;">One of the key elements of the manager’s job was control, which has been modified to include empowerment. In order to survive and remain employed, managers must give up a portion of their control to employees by letting them control more of their work area and work flow. 5S is an prime example of how to effectively empower employees while retaining necessary control over budget and schedule.<o:p></o:p></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal"><b style="">Producing Desired Results<o:p></o:p></b></p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">
<br /></p><p style="font-family: arial;" class="MsoNormal">If the plant is operating effectively (and you have properly linked operational measure to financial goals), profitability will follow. The key to making 5S produce the desired results is to link it to the goals and strategic objects of the company. The primary goal for most companies is to make money by producing a product or service that meets the needs of its customers. This fact often gets lost in the vision statements and lofty purpose statements of management. The vision should be what your company is going to do in order to meet that goal of making money. The <st1:place st="on">Mission</st1:place> statement is how you will meet it. Typical purpose statements uttered by various levels of management that do not reflect the vision and mission statement merely confuse and divert the attention of the people who have to carry out the mission. The solution to this problem is the use of strategic thinking in order to define the needs of the business according to the stated vision and mission.</p> <p style="font-family: arial;" class="MsoNormal"><o:p> </o:p></p> <p style="font-family: arial;" class="MsoNormal">
<br /></p><p style="font-family: arial;" class="MsoNormal">The next element in ensuring success, is to refocus the workforce on a new set of measurements and processes that are focused on increasing throughput, decreasing inventory and reducing operating costs. This means totally abandoning many of the traditional measure like efficiency and looking more to effectiveness instead. This will require analyzing your processes for the value they add to your products or services. In the short-term, this may lead to an increase in non-productive time. Smart managers will take advantage of this slack time to develop better uses of this non-productive time such as training, Total Productive Maintenance , team building, and continuous improvement activities. Proper training and management will alllow workers to spend their downtime improving the processes that they work on as well as their workplace. By eliminating wasteful, non-value added activities like overproduction and empowering and training your workforce, your company can improve their competitiveness and ensure its survival. </p> <p style="font-family: arial;">Your employees and their supporting staff will need all the tools and techniques of lean manufacturing and 5S practices to sustain, self-audit and continuously improve the workplace and their jobs. <span style=""> </span>They will need a well thought out and planned program that is supported by management at all levels. Keep in mind that the most commonly missing element is often <span style=""> </span>management commitment. If you invest everyone's time and commitment in 5S, and a few individuals fail to maintain the standard, the program will collapse. Management must support the program with policies and procedures that are enforced.</p> <p style="font-family: arial;">Regular oversight also is required to ensure that the processes are working as intended or changed in a controlled fashion when needed. Management must not only commit the resources, they must commit their time to get involved. They must lead from the front and have a high visibility in the workplace.</p> Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-83504373848745682372010-06-21T12:12:00.000-07:002010-06-21T12:27:41.666-07:00Obtaining Management Committment For Your 5S Efforts<meta equiv="Content-Type" content="text/html; charset=utf-8"><meta name="ProgId" content="Word.Document"><meta name="Generator" content="Microsoft Word 11"><meta name="Originator" content="Microsoft Word 11"><link rel="File-List" href="file:///C:%5CUsers%5COwner%5CAppData%5CLocal%5CTemp%5Cmsohtml1%5C01%5Cclip_filelist.xml"><!--[if gte mso 9]><xml> <w:worddocument> <w:view>Normal</w:View> <w:zoom>0</w:Zoom> <w:punctuationkerning/> <w:validateagainstschemas/> <w:saveifxmlinvalid>false</w:SaveIfXMLInvalid> <w:ignoremixedcontent>false</w:IgnoreMixedContent> <w:alwaysshowplaceholdertext>false</w:AlwaysShowPlaceholderText> <w:compatibility> <w:breakwrappedtables/> <w:snaptogridincell/> <w:wraptextwithpunct/> <w:useasianbreakrules/> <w:dontgrowautofit/> </w:Compatibility> <w:browserlevel>MicrosoftInternetExplorer4</w:BrowserLevel> </w:WordDocument> </xml><![endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman";} p {mso-margin-top-alt:auto; margin-right:0in; mso-margin-bottom-alt:auto; margin-left:0in; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--> <p style="font-family: arial;">5S teams must move beyond Basic 5S and embrace Advanced 5S practices in order to obtain Management support and commitment. The teams must learn to speak the language of business. Only when all of this occurs will you start to see the results you desire from your 5S program.</p><p style="font-family: arial;">The starting point is to build a business case for change. The business case must address performance needs and put them in a strategic context. It must speak in terms of quantifiable goals and objectives and address the organization's strengths, weaknesses, opportunities, and threats when analyzing each and every potential change.</p><p><span style="font-family:arial;">The 5S team must learn how to use business tools for presenting their case to management. Management commitment will only come when senior managers enroll in the process and exert a high level of managerial energy to the program</span>.<span style="font-family:arial;"> Managers want to know that the 5S team has thoroughly and accurately analyzed the issue and its attendant risks to ensure that their "rear ends are covered".</span>
<br /><span style="font-family:arial;"></span><o:p></o:p></p> Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-90857550932304872992010-06-14T10:44:00.000-07:002010-06-21T07:59:48.487-07:00Advanced 5S Implementation<a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjh67jLniIb1ATPQCrAMT9q6EN93ZQC1jI3UYupl__6UJ7uHomTrAOW4t5waZHl2sBHRRc6EJ4LAvK7CUSrJ_1KSqkx8ekk2RTWhHbydgVhiwHgBGX8J4iH2Bdh-4NfV2-MFO2GuvF42_lK/s1600/3D+Book+Adv+5S.png"><img style="display: block; margin: 0px auto 10px; text-align: center; cursor: pointer; width: 274px; height: 324px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjh67jLniIb1ATPQCrAMT9q6EN93ZQC1jI3UYupl__6UJ7uHomTrAOW4t5waZHl2sBHRRc6EJ4LAvK7CUSrJ_1KSqkx8ekk2RTWhHbydgVhiwHgBGX8J4iH2Bdh-4NfV2-MFO2GuvF42_lK/s400/3D+Book+Adv+5S.png" alt="" id="BLOGGER_PHOTO_ID_5482687162123391042" border="0" /></a>
<br /><title>HTML clipboard</title><style type="text/css"> .style1 { border: 4px solid #800000; background-color: #FFFFFF; } .style2 { text-align: center; } .style3 { font-family: Arial; font-size: large; color: #FFFFFF; background-color: #000000; } .style4 { font-family: Arial; font-size: medium; background-color: #FFFFFF; } .style5 { border: 1px solid #000000; } .style6 { font-size: xx-large; } .style7 { font-family: Arial; font-size: x-large; color: #000000; background-color: #FFFFFF; } .style8 { font-family: "Arial Black"; color: #FF0000; } .style9 { text-align: left; font-family: Arial; } .style10 { margin: 10px 20px; } .style11 { text-align: left; } .style13 { font-size: medium; font-family: Arial; margin: 10px 20px; } .style14 { font-size: medium; } .style15 { font-family: Arial; font-size: medium; } .style17 { text-align: left; font-family: Arial; font-size: medium; } .style18 { font-size: large; font-family: "Arial Black"; margin: 10px 20px; } .style19 { text-align: left; margin: 10px 20px; } a:link {color:blue; text-decoration:underline; text-underline:single;} .style20 { color: blue; text-decoration: underline; } .style22 { text-align: left; margin: 0 20px; } .style23 { text-align: left; margin-left: 60px; margin-right: 20px; margin-top: 0; margin-bottom: 0; } .style24 { font-family: "Arial Black"; font-size: large; } .style25 { font-family: "Arial Black"; font-weight: bold; font-size: large; } .style26 { text-align: center; margin: 10px 20px; } .style27 { border-width: 0px; } .style29 { text-align: left; color: black; margin: 0 20px; } .style30 { text-align: left; font-family: "Times New Roman"; color: black; margin: 0 20px; } .style31 { color: blue; } </style> <table style="width: 366px; height: 1002px;" class="style5" cellpadding="0" cellspacing="0"> <tbody><tr> <td style="width: 628px; height: 19px;" class="style9"> <p class="style10">A<span class="style14"> Five S program is usually a part of, and the key component of establishing a Visual Workplace. and are both a part of Kaizen -- a system of continual improvement -- which is a component of lean manufacturing. Considering the wide-ranging applicability of 5S and all the benefits associated it, why do so many organizations have such difficulty with implementation and sustaining it?</span></p> </td> </tr> <tr> <td style="width: 628px;" class="style11"> <p class="style13">Industry is covered with countless examples of 3S (Sort, Set in Order, Shine), but few good examples where all of the 5S elements have taken root. These implementations basically amount to one-time clean-up campaigns that fall far short of achieving the benefits previously outlined. In these “implementations,” 5S is not viewed as a system that needs to evolve and be managed over time, which is the real trick to 5S success.</p> </td> </tr> <tr> <td style="width: 628px;" class="style17"> <p class="style10">We are about to publish a new book: "Advanced 5S Implementation." It explains the tools and techniques required to help your Basic 5S program evolve into a powerful and effective tool for continuous improvement and increased performance. It provides the information necessary to identify chronic embedded waste and to develop a means of reducing it.</p><p class="style10">
<br /></p><p class="style10">Advanced 5S Implementation covers the following topics:</p><p class="style10"><title>HTML clipboard</title><style type="text/css"> .style1 { border: 4px solid #800000; background-color: #FFFFFF; } .style2 { text-align: center; } .style3 { font-family: Arial; font-size: large; color: #FFFFFF; background-color: #000000; } .style4 { font-family: Arial; font-size: medium; background-color: #FFFFFF; } .style5 { border: 1px solid #000000; } .style6 { font-size: xx-large; } .style7 { font-family: Arial; font-size: x-large; color: #000000; background-color: #FFFFFF; } .style8 { font-family: "Arial Black"; color: #FF0000; } .style9 { text-align: left; font-family: Arial; } .style10 { margin: 10px 20px; } .style11 { text-align: left; } .style13 { font-size: medium; font-family: Arial; margin: 10px 20px; } .style14 { font-size: medium; } .style15 { font-family: Arial; font-size: medium; } .style17 { text-align: left; font-family: Arial; font-size: medium; } .style18 { font-size: large; font-family: "Arial Black"; margin: 10px 20px; } .style19 { text-align: left; margin: 10px 20px; } a:link {color:blue; text-decoration:underline; text-underline:single;} .style20 { color: blue; text-decoration: underline; } .style22 { text-align: left; margin: 0 20px; } .style23 { text-align: left; margin-left: 60px; margin-right: 20px; margin-top: 0; margin-bottom: 0; } .style24 { font-family: "Arial Black"; font-size: large; } .style25 { font-family: "Arial Black"; font-weight: bold; font-size: large; } .style26 { text-align: center; margin: 10px 20px; } .style27 { border-width: 0px; } .style29 { text-align: left; color: black; margin: 0 20px; } .style30 { text-align: left; font-family: "Times New Roman"; color: black; margin: 0 20px; } .style31 { color: blue; }</style><title>HTML clipboard</title><style type="text/css"> .style1 { border: 4px solid #800000; background-color: #FFFFFF; } .style2 { text-align: center; } .style3 { font-family: Arial; font-size: large; color: #FFFFFF; background-color: #000000; } .style4 { font-family: Arial; font-size: medium; background-color: #FFFFFF; } .style5 { border: 1px solid #000000; } .style6 { font-size: xx-large; } .style7 { font-family: Arial; font-size: x-large; color: #000000; background-color: #FFFFFF; } .style8 { font-family: "Arial Black"; color: #FF0000; } .style9 { text-align: left; font-family: Arial; } .style10 { margin: 10px 20px; } .style11 { text-align: left; } .style13 { font-size: medium; font-family: Arial; margin: 10px 20px; } .style14 { font-size: medium; } .style15 { font-family: Arial; font-size: medium; } .style17 { text-align: left; font-family: Arial; font-size: medium; } .style18 { font-size: large; font-family: "Arial Black"; margin: 10px 20px; } .style19 { text-align: left; margin: 10px 20px; } a:link {color:blue; text-decoration:underline; text-underline:single;} .style20 { color: blue; text-decoration: underline; } .style22 { text-align: left; margin: 0 20px; } .style23 { text-align: left; margin-left: 60px; margin-right: 20px; margin-top: 0; margin-bottom: 0; } .style24 { font-family: "Arial Black"; font-size: large; } .style25 { font-family: "Arial Black"; font-weight: bold; font-size: large; } .style26 { text-align: center; margin: 10px 20px; } .style27 { border-width: 0px; } .style29 { text-align: left; color: black; margin: 0 20px; } .style30 { text-align: left; font-family: "Times New Roman"; color: black; margin: 0 20px; } .style31 { color: blue; } </style> </p><p class="style22"> <span style="" class="style31"> <b style=""> <span style="color:black;"> Chapter 1 -- Setting The Foundation</span></b></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Waste Free Operations</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Business Case For Change</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Maintaining A Safe Workplace</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style29" style=""><o:p> </o:p></p> <p class="style22"> <span style="" class="style31"> <b style=""> <span style="color:black;"> Chapter 2 -- Advanced 5S Tools</span></b></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> 5S Planning Tools</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style20"> <span style="text-decoration: none;color:black;" > <span style="color:black;">5S Problem Solving Tools</span></span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style20"> <span style="text-decoration: none;color:black;" > <span style="color:black;">5S Performance Tools</span></span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style29" style=""><o:p> </o:p></p> <p class="style22"> <span style="" class="style31"> <b style=""> <span style="color:black;"> Chapter 3 -- 5S Implementation Techniques</span></b></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Process Analysis</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> QCDSM Program</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style29" style=""><o:p> </o:p></p> <p class="style22"> <span style="" class="style31"> <b style=""> <span style="color:black;"> Chapter 4 -- Applying The Tools and Techniques</span></b></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Adding Safety to Basic 5S</span></span><span style=";font-family:";color:black;" ><o:p></o:p></span></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Applying The Planning Tools</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Applying The Problem Solving Tools</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> Applying The Performance Tools</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style30" style=""><o:p> </o:p></p> <p class="style22"> <span style="" class="style31"> <b style=""> <span style="color:black;"> Appendix</span></b></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> 5S Safety Forms</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> 5S Planning Tool Forms</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> 5S Problem Solving Tool Forms</span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p class="style23"><!--[if !supportLists]--> <span style=";font-family:Wingdings;color:black;" ><span style="">-<span style="font: 7pt "Times New Roman";"> </span></span></span><!--[endif]--> <span style="" class="style31"> <span style="color:black;"> 5S Performance Tool Forms</span></span></p><p class="style23"><a href="http://www.aleragroup.com/Advanced%205S%20Marketing/default.htm">
<br /></a></p><p class="style23"><a href="http://www.aleragroup.com/Advanced%205S%20Marketing/default.htm">For More Information..</a>.</p><p class="style23">
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<br /><span style="" class="style31"><span style="color:black;"></span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p></p><p class="style10"></p><p class="style23"><span style="" class="style31"><span style="color:black;"></span></span><b style=""><span style=";font-family:";color:black;" ><o:p></o:p></span></b></p> <p></p> </td> </tr> </tbody></table> Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-22705374990725161442009-08-25T08:53:00.000-07:002009-08-25T08:55:51.142-07:00The Need For Workplace Organization<w:ignoremixedcontent></w:ignoremixedcontent><w:compatibility><w:breakwrappedtables><w:snaptogridincell><w:wraptextwithpunct><w:useasianbreakrules><w:browserlevel><br /></w:browserlevel></w:useasianbreakrules></w:wraptextwithpunct><!--[endif]--><!--[if gte mso 9]><xml> <w:latentstyles deflockedstate="false" latentstylecount="156"> </w:LatentStyles> </xml><![endif]--><style> <!-- /* Style Definitions */ p.MsoNormal, li.MsoNormal, div.MsoNormal {mso-style-parent:""; margin:0in; margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:12.0pt; font-family:"Times New Roman"; mso-fareast-font-family:"Times New Roman";} @page Section1 {size:8.5in 11.0in; margin:1.0in 1.25in 1.0in 1.25in; mso-header-margin:.5in; mso-footer-margin:.5in; mso-paper-source:0;} div.Section1 {page:Section1;} --> </style><!--[if gte mso 10]> <style> /* Style Definitions */ table.MsoNormalTable {mso-style-name:"Table Normal"; mso-tstyle-rowband-size:0; mso-tstyle-colband-size:0; mso-style-noshow:yes; mso-style-parent:""; mso-padding-alt:0in 5.4pt 0in 5.4pt; mso-para-margin:0in; mso-para-margin-bottom:.0001pt; mso-pagination:widow-orphan; font-size:10.0pt; font-family:"Times New Roman"; mso-ansi-language:#0400; mso-fareast-language:#0400; mso-bidi-language:#0400;} </style> <![endif]--> <p class="MsoNormal" style=""><span style="font-size:100%;"><span style="font-family:Arial;">by Brice Alvord<o:p></o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><o:p> </o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">Workplace organization is paramount to workplace effectiveness and efficiency. It is the process of organizing the workplace so that all the needed items for a particular job or function are readily available and can be found and employed quickly and easily. The motto for workplace organization is "A place for everything and everything in it's place.<o:p></o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><br /><!--[if !supportLineBreakNewLine]--><br /><!--[endif]--><o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><u1:p></u1:p>Many companies have played with various forms of workplace organization such as 5S, but have not seriously applied the concepts in a sustainable fashion. They became just another “Flavor of the Month”! This typically is the result of lack of real management commitment and a poor understanding of what workplace organization is and the benefits it brings to any company that implements it properly.<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><u1:p></u1:p>Lack of workplace organization is a hindrance to finding anything (wasted time). In addition the accumulation of "stuff" presents a barrier to carrying out the essential tasks of business and also constitutes a safety hazard.<o:p></o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><br /><!--[if !supportLineBreakNewLine]--><br /><!--[endif]--><o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><u1:p></u1:p>Workplace organization is about eliminating waste, predictability & standardization, as well as visual controls. How are workplaces structured and what implications does it have for people's say over their own work lives. All employees from top management to the janitor must be involved and "walk the talk" to sustain Workplace Organization as a way of doing business.<o:p></o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><br /><!--[if !supportLineBreakNewLine]--><br /><!--[endif]--><o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><u1:p></u1:p>The concept of changing the workplace was developed by Hiroyuki Hirano and comes from the Japanese concept of 5s – the five pillars of the visual workplace. Basically it is a five step process designed to achieve an orderly work environment. The five steps include:<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">1. <b>Sort: </b>Determining what is in the workplace and removing those items which are not needed to support the daily work.<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">2. <b>Set–In–Order: </b>Organizing those things which belong so that they are easy to find and use<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">3. <b>Shine:</b> Cleaning and inspecting machinery and the workspace to ensure that quality product is produced.<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">4. <b>Standardize:</b> Making sure that the workplace organization process is applies the same across the organization<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">5. <b>Sustain:</b> Ensuring the program continues to contribute to the overall operation and the bottom line of the organization.<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><o:p> </o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">Workplace organizations must be properly planned and must be derived from strategic initiatives of the organization. Unless you build a sound business case for implementing workplace organization, you are unlikely to the results you desire.<o:p></o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><br /><!--[if !supportLineBreakNewLine]--><br /><!--[endif]--><o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><u1:p></u1:p>There are a lot of workplace organization (5S) programs available, only a few properly lay the foundation for success through planning and linkage to strategic goals. If you are contemplating the implementation of workplace organization in your organization or if you have done it in the past and are thinking of re-establishing your program, make sure you determine the impact it will have on your organization. A good tool for this is the SWOT Analysis where you look at what it means to your organization in terms of Strengths, Weaknesses, Opportunities and Threats.<o:p></o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><o:p> </o:p></span></span></p> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">Another way to look at it is in terms of three questions you need to ask:<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">1. How will this help?<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">2. How will it NOT help?<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="margin-left: 0.5in; text-indent: -0.25in;font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">3. What other problems will it create?<o:p></o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;"><o:p> </o:p></span></span></p> <span style="font-size:100%;"><u1:p></u1:p></span> <p class="MsoNormal" style="font-family:arial;"><span style="font-size:100%;"><span style="font-family:Arial;">If you want to improve the productivity of your organization, you must have some form of workplace organization in play in your organization. If you do not have a workplace organization program in place, you will never achieve your potential.<o:p></o:p></span></span></p> <p class="MsoNormal"><span style="font-size:100%;"><span style="font-family:Arial;"><o:p> </o:p></span></span></p></w:snaptogridincell></w:breakwrappedtables></w:compatibility>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-73828246405700358722009-08-14T08:06:00.001-07:002009-08-14T08:24:25.523-07:00The Impact of 5S on Safety<span style="font-size:85%;"><span style="font-family:arial;">By Brice Alvord</span></span> <span style="font-weight: bold;font-size:130%;" ><span style="font-family:arial;"><br /><br />A Focus on Safety<br /><br /></span></span><span style="font-family:arial;">Every five seconds a worker is injured. Every ten seconds a worker is disabled. Injured workers lose income and employers in the United States spend more than $60 billion annually due to work-related injury and illness. Safety is everyone’s concern. Many workers continue to work despite their injuries. However, while the loss in quality of life they experience is hard to quantify, it is just as real as any of the other losses.</span> <span style="font-family:arial;">Poor safety conditions exist in all plants. They are inherent to the manufacturing industry itself. It is critical that you focus on pre-accident </span><span style="font-family:arial;">conditions—hazardous conditions that exist before an accident has occurred.</span><br /><br /><br /><span style="font-weight: bold;font-size:130%;" ><span style="font-family:arial;">Difficulty of Maintaining Safe Work Flow</span></span> <span style="font-family:arial;"><br /><br />For example, workers can slip from water or grease on the floor. They can be injured from moving machine parts that are not properly shielded. They can be burned in fires from oil or chemical leaks, and material waste is often hazardous after processing. Even detergents and chemical cleaners can be toxic.</span> <span style="font-family:arial;">A fast-paced work flow can be difficult to maintain. People can bang their knees, they can fall from high places, or things can fall on them from high places. Mobile equipment can cause accidents of all kinds. In fact, the organization of the work environment itself may have evolved in such a way that makes it difficult for people to operate their equipment, get needed materials, or work without bumping into things. And when people are not properly trained in the use of equipment, they will make mistakes </span> <span style="font-weight: bold;font-size:130%;" ><span style="font-family:arial;"><br /><br />The Accident Pyramid</span></span> <span style="font-family:arial;"><br /><br /></span><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjMCwV9RNYKbf7lZMAgzktLa3nyMhtSw7Vp_f5kayHL3E9pPv9ZrrEiRfxvfL3kQebSPUgXmlWTeCDI0v3CI3ftwiXlUeGrzraXsqzgG4gl_kpL9QdQOwzt25O0mSZlFGiZeSCdkh3qGslw/s1600-h/Safety+Pyramid.bmp"><img style="margin: 0pt 0pt 10px 10px; float: right; cursor: pointer; width: 400px; height: 260px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjMCwV9RNYKbf7lZMAgzktLa3nyMhtSw7Vp_f5kayHL3E9pPv9ZrrEiRfxvfL3kQebSPUgXmlWTeCDI0v3CI3ftwiXlUeGrzraXsqzgG4gl_kpL9QdQOwzt25O0mSZlFGiZeSCdkh3qGslw/s400/Safety+Pyramid.bmp" alt="" id="BLOGGER_PHOTO_ID_5369837044510472050" border="0" /></a><span style="font-family:arial;">Dramatic injuries hold our attention. Howeve</span><span style="font-family:arial;">r, did you know that for every serious accident there a</span><span style="font-family:arial;">re approximately 29 minor accidents and 300 near misses? The workplace isn’t safe just because a serious accident hasn’t occurred—it’s mostly just luck</span> <span style="font-family:arial;">In fact, many situations that we think are trivial are the real causes of accidents. Most of these problems are below ground or are blind spots. The job of the Improving Productivity & Safety program is to help you see and control them, rather than allow them to control you. You can think of these situations as being underground. It is the neglected conditions that underlie near misses and accidents that you want to discover and eliminate</span> <span style="font-weight: bold;font-size:130%;" ><span style="font-family:arial;"><br /><br />Safety Improvement Principles<br /><br /></span></span> <span style="font-family:arial;">Combining 5S and Safety prevents accidents and near misses by controlling unsafe conditions. Six basic principles will help you apply 5S for a safer workplace.</span> <span style="font-family:arial;"><span style="font-weight: bold;"><br /></span></span><ul><li><span style="font-family:arial;"><span style="font-weight: bold;">Principle 1:</span> Be proactive, not reactive, Of course, you should determine and correct the causes of problems when they happen, but more importantly, you should anticipate problems and try to stop them before they occur. You can’t afford to wait.</span></li><li><span style="font-family:arial;"><span style="font-weight: bold;">Principle 2:</span> Identify blind spots. Remember, causes of safety problems are always there, but often they are in our blind spots. IP&S gives us a way to dig down and ferret out the problems we don’t see.</span></li><li><span style="font-family:arial;"><span style="font-weight: bold;">Principle 3:</span> Remove the causes of all accidents and near misses. Remove them or the problem will return</span></li><li><span style="font-family:arial;"><span style="font-weight: bold;">Principle 4:</span> Always involve workers in safety. Workers are closest to the facts—and have the most to lose.</span></li><li><span style="font-family:arial;"><span style="font-weight: bold;">Principle 5: </span>Use a systematic method, trips companies up every time. A shotgun approach won’t work. If you’re not systematic you will be overwhelmed by the task in front of you.</span></li><li><span style="font-family:arial;"><span style="font-weight: bold;">Principle 6: </span>Start now! Everyone should begin to make small improvements and continue to do so every day. If this can’t happen, question your strategy; it is probably flawed</span></li></ul> <span style="font-family:arial;">.</span> <span style="font-weight: bold;font-size:130%;" ><span style="font-family:arial;"><br /><br />A Safe Environment</span></span> <span style="font-family:arial;"><br /><br /></span><br /><span style="font-family:arial;">People are not robots. They can’t sustain a high level of concentration for long periods. They will always be accident prone. But we can no longer afford even one accident. When we accept this fact, our entire perspective changes. We realize that employees are safe only when their work environment is safe.<br /><br /></span><a onblur="try {parent.deselectBloggerImageGracefully();} catch(e) {}" href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiOElyE7z_zw5sDBRioIbRo7pv28YinFgPoYwRcRrSZI1gK6phBhfP5ILrMpSCu0_0NHfYMerN4Josd7vRoII0P0zeTduIowJZZCsXK8XXsYaSmVbkm393RUhyphenhyphennX5zng0WMeIH10kKz4d38/s1600-h/5SSafetyWheel.bmp"><img style="margin: 0px auto 10px; display: block; text-align: center; cursor: pointer; width: 400px; height: 332px;" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiOElyE7z_zw5sDBRioIbRo7pv28YinFgPoYwRcRrSZI1gK6phBhfP5ILrMpSCu0_0NHfYMerN4Josd7vRoII0P0zeTduIowJZZCsXK8XXsYaSmVbkm393RUhyphenhyphennX5zng0WMeIH10kKz4d38/s400/5SSafetyWheel.bmp" alt="" id="BLOGGER_PHOTO_ID_5369838668430388242" border="0" /></a><span style="font-family: arial;font-size:100%;" >5S helps create a safe environment, it also helps in other area of productivity, such as:<br /></span><ul style="font-family: arial;"><li><span style="font-size:100%;">Improving availability of equipment and machines<br /></span></li><li><span style="font-size:100%;">Ensuring more reliable Delivery</span></li><li><span style="font-size:100%;">Allowing greater product diversification</span></li><li><span style="font-size:100%;">Reduction of costs</span></li><li><span style="font-size:100%;">Improved quality.</span></li></ul><span style="font-family: arial;font-size:100%;" >While each of the above items are important for improving performance, non will have as big an impact as improved safety. The figure above shows how 5S and Safety work hand in hand.</span>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com1tag:blogger.com,1999:blog-5811515210445122056.post-86497493903433794872009-08-11T01:41:00.000-07:002009-08-11T01:58:25.401-07:00Performing 5S Audits<span style="font-family:arial;">by Brice Alvord</span><br /><br /><a name="OLE_LINK2"></a><a name="OLE_LINK1"><span style="font-family:arial;">The 5S audit is a type of quality audit focused on the 5S program. Basically it is a planned, independent, and documented assessment to determine if 5S requirements are being met.</span></a><span style="font-family:arial;"> There are five main reasons for a 5S audit:<br /></span><span style="font-family:arial;">1. 5S system compliance<br />2. Procedures are being followed<br />3. Activities are recorded<br />4. Effectiveness of the 5S program<br />5. Opportunities for improvement<br /></span><br /><span style="font-family:arial;"><br /><strong>Critical Step in 5S Process</strong><br /><strong><br /></strong>The 5S audit is critical to the success of your 5S program. It is often overlooked or considered an unnecessary extra expense. The audit validates the accountability of the 5S target area owners for complying with 5S plans. Without the audit, the program slowly withers away and becomes ineffective. A close look at 5S failures will reveal a lack of or an ineffective auditing program.<br /><br />Effective 5S Audits are independent, a function of management, done by procedures and guidelines, documented in writing, and informative, not punitive.<br /><br /><a name="_Toc134255780"><strong>5S System Compliance</strong></a><br /><br />A 5S audit answers two questions, do you have written documentation (plan) and are you following it. Compliance means that the plan is being followed. An auditor reviews the plan and the records generated by the plan. The records are the evidence that the plan is being followed.<br /><br />A 5S audit differs from the traditional audit, in that it requires not only verification of compliance to the plan, but also verification that the plan is producing intended results and is effective in fulfilling the strategic requirements of the plan.<br /><br /><strong>Are </strong><a name="_Toc134255781"><strong>Procedures Being Followed</strong></a><strong>?</strong><br /><br />5S plan implementation generates a number of procedures or guidelines. These procedures and guidelines spell out what is required to ensure a sustainable and consistent program<br /><br />The purpose for establishing procedures and guidelines is to identify and communicate the conditions you want to maintain for each of the 5S activities. When it comes to maintaining 5S conditions, unless everyone knows exactly what they are responsible for doing and when, where, and how to do it, neither Sort, Set In Order, or Shine has any meaning. It is essential that people be given clear guidelines based on their own workplaces and that they follow those procedures and guidelines.<br /><br /><br />Audits are performed to verify that procedures and guidelines are correctly and consistently followed. A procedure tells who does what, when, and where. A guideline tells how. They may be all in one document or in separate documents<br /><br /><strong>Verifying Procedures and Guidelines</strong><br /><br /><p>To verify a procedure or guideline is being followed, the auditor must ask these questions:</p><ul><li>Who is supposed to do it?</li><li>What are they supposed to do?</li><li>When are they supposed to do it?</li><li>Where are they supposed to do it?</li><li>How are they supposed to do it?</li><li>How often are they supposed to do it?</li></ul><p>Written documentation that does not answer all six of the above questions is incomplete. An auditor should make note of this in the audit report</p><a name="_Toc134255782"><strong>Activities Are Recorded</strong></a><br /><br />The purpose of a 5S audit may also be to ensure there are adequate records that the procedure or guidelines were performed.<br /><br />Auditors check the records indicated by the procedure or guidelines. The auditor should be able to tell from the records indicated that the procedure was followed. If the auditor cannot tell this from the records, then the records are inadequate. This is known as an audit trail.<br /><br />All procedures and guidelines produce results when followed. Verifying the existence of these results is evidence of compliance to the procedure or guideline. All records must agree with the results of observations, interviews, walkthroughs, and other direct information-gathering methods.<br /><br /><a name="_Toc134255783"><strong>Effectiveness of the 5S Program</strong></a><br /><br />It is important that audits determine the effectiveness of the 5S system and that follow-up activities include verifying the effectiveness of corrective actions. This will force the auditor to examine if the company is making progress toward the goals outlines in the 5S strategic plan. In addition it requires that the auditor verifies corrective actions actually solve the problem for which they were implemented.<br /><br />Every procedure and guideline should have a stated purpose and scope. When reviewing the documentation, the auditor should ask two questions:<br /><br /><ul><li>Does the purpose contribute to quality, cost, and delivery requirements spelled out in the 5S strategic plan?</li><li>Does the scope cover everything necessary to fulfill the purpose?</li></ul><p>A good evaluation of the value of a procedure or guideline can tell you if the procedure or guideline is defective or lacking. This will allow the audit to uncover root causes of problems with the 5S implementation.</p><p>The auditor should not just focus on the written procedures or guidelines of the 5S system; they should evaluate the target areas to judge the results of those procedures. This will allow the audit to identify problems which may require evaluation for their root cause(s).</p><p><a name="_Toc134255784"><strong>Opportunities for Improvement</strong></a></p><p>The 5S auditor must be objective in his/her evaluation; this allows them to find opportunities for improvement. Auditors coming from another target area are less likely to have a biased perspective when judging 5S results.</p><p>The auditor must look for ways to improve procedures and discuss them with the responsible managers or supervisors. It is a good idea for the auditor to mention any ideas or recommendations agreed upon in the audit report. This keeps the idea or recommendation from being forgotten or ignored.</p><p>Verifying minimal compliance to the 5S program is not the only goal of the audit. It is also to identify the opportunities for improvement. Constant improvement in all aspects of a company’s operation can give that company a significant competitive advantage in their market place.</p><p>Audits should not be limited to scheduled, formal evaluations of procedure compliance. Audits should also be done to:</p><ul><li>Help solve a problem</li><li>Verify quality</li><li>Monitor the target area</li></ul><p><br /> An audit can identify when a problem first showed up or where to best implement corrective action. There is nothing wrong with doing specialized, unscheduled audits as long as they are included in written procedures for internal auditing and follow appropriate organizational protocols.</p><p> </p><p> </p></span>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-31779846467765002402009-08-06T07:23:00.000-07:002009-08-06T07:34:43.794-07:00SAFETY & 5S Work Hand In Hand<span style="font-family:arial;">Once you have an effective 5S program in place, where do you go from there? All too often organizations stop with implementation of 5S. We have found that you need to go beyond basic or corrective 5S which is a “fix it” mind-set, to a “solve and prevent it” mind-set. In a 6th S – Safety program, you dig into the causes of accidents, determine the conditions that are at the root of those causes, and determine the best practices to prevent those conditions from reoccurring.<br /><br />The 6th S – Safety program. is typically accomplished in five different steps.<br /></span><br /><ol><li><span style="font-family:arial;">Plan and prepare </span></li><li><span style="font-family:arial;">Form a core team</span></li><li><span style="font-family:arial;">Perform basic 5S</span></li><li><span style="font-family:arial;">Visualize Safety</span></li><li><span style="font-family:arial;">Identify and implement best practices</span></li></ol><span style="font-family:arial;"><p><br /><br /><br />The way you plan the project will either make it or break it. The most important step is to make sure you have the right people on board—the people who can give you the facts and make effective decisions.<br /><br />Onceyou have completed basic 5S, it is a good idea to review what you’ve done. Basic 5S should be in place and operating for at least 6 months, Your core implementation team will often be different from the original, basic 5S team. In addition, reviewing your basic 5S results will lay the groundwork for a more focused safety program.<br /><br />Another critical part of the preparation is to make sure that the purpose and targets of the project are absolutely crystal clear. The team members must understand and accept their mission to improve workplace safety conditions. In addition, you will need to document occurrences of problems and to set improvement targets. The accident pyramid will be a helpful tool for this. The pyramid shows that for every major accident, there are 29 minor accidents and 300 near misses.<br /><br />Most of the information you need should be readily available because it’s required by law.<br /><br />Next, you must decide whether each workplace problem belongs in a sort, set in order, shine, standardize, or sustain category.<br /><br /></p><ul><li>Sort problems occur due to items that don’t belong in the area, or due to too many of a needed item.</li><li>Set in order problems occur because needed items are positioned poorly or put away in the wrong place. This includes physical items as well as walkways.</li><li>Shine problems occur due to unclean, dirty, or oily equipment or surfaces—any surfaces.</li><li>Standardization problems occur when no one knows who is responsible for something, when guidelines and rules are lacking, or when a standard is not integrated into the daily work flow and is therefore difficult to follow.</li><li>Sustain problems occur due to poor communication or training, or when someone just refuses to follow a standard.<br /><br /></li></ul><p>After you have identified the problems and sorted them into categories, you need to get down to the root causes of each problem. You can do this by using a technique called the “5 Whys.” The 5 Whys technique requires participants to ask “why” at least five times, or work through five levels of detail. Once it becomes difficult to respond to “why” the root cause has probably been identified.<br /><br />Keep in mind that the focus should be on the problem and not on the people involved. Sometimes you will need to ask “why” more than five times in order to get to the real cause of your problem.<br /><br />Once you get to the root cause of a problem, you need to devise methods for preventing reoccurrence. A system of best practices, shared across the organization is the most effective tool to accomplish this. Best practices are typically effective and proven methods. They have already shown that they will improve safety in the workplace.<br /><br />A combination of recent OSHA guidelines and tested 6th S – Safety program techniques will give you a strong body of best practices to choose from. To begin with, make sure you are in compliance with current OSHA guidelines. You may find instances where you are not—correct them immediately.<br /><br />Next, continue to work toward total control of safety conditions by using best practices. Remember, the workplace is a dynamic, ever-changing environment. Your problems are always changing.<br /><br />The following will help to sustain the gains from the 6th S – Safety program:<br /></p><ul><li>Development of new awareness and skills.</li><li>Gaining support from management.</li><li>Providing ongoing, companywide communication.</li><li>Making 6th S – Safety program standards part of daily work.</li><li>Encouraging total employee involvement.</li><li>Use of effective visual controls.<br /><br /></li></ul><p>When people control and manage the work area, it becomes essential that everyone is able to tell the difference between what is correct and what is incorrect at a glance. Visual techniques from your basic 5S program such as lines, labels, signboards, color coding, and lights will make it possible to accomplish this and immediately correct any variance.<br /><br />Adding the 6th S to your basic 5S program will produce results quickly and will improve the safety awareness of your entire organization.</span></p>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-12914922315329700552009-08-06T07:15:00.000-07:002009-08-06T07:21:12.361-07:00Building Operational Excellence<p><span style="font-family:arial;">Transitioning to a truly World-class organization means breaking old patterns and installing new ones. To accomplish this, an organization requires a whole new set of tools and a framework for applying them.<br /><br />A Good Operations Excellence framework is based on three basic elements:</span></p><ol><li><span style="font-family:arial;"><strong><em>Strategic Framework</em></strong>: refers to strategic intent of your organization – the kind of business You organization intends to be – and a plan of action</span></li><li><span style="font-family:arial;"><strong><em>Fundamental Structure</em></strong>: refers to how your organization’s internal and external relations are arranged</span></li><li><span style="font-family:arial;"><strong><em>Organizational Strength</em></strong>: refers to your organization’s capabilities, or step-by-step production and support routines mastered by the company, through which it gets work accomplished</span></li></ol><p><span style="font-family:arial;"><br /><br /><strong>Deciding Where You Are At</strong><br /><br />It is crucial that your company re-examine their reason for existence on a regular basis The business renewal stage should occur every three to five years.<br /><br />The following are critical for establishing a proper vision for your company:</span></p><ul><li><span style="font-family:arial;">Envision the future</span></li><li><span style="font-family:arial;">Analyze core capabilities and fundamental obligations</span></li><li><span style="font-family:arial;">Revise the vision</span></li><li><span style="font-family:arial;">Deploy the vision</span></li></ul><p><span style="font-family:arial;">The following steps should be taken in order to build an operational excellence strategy:<br />· Conduct an Organizational Excellence audit<br />· Review strategic information<br />· Define strategic benchmarks<br />· Produce an Organizational Excellence development plan<br /><br /><strong>Building Excellence<br /></strong><br />There are four phases to the Building Excellence Stage:</span></p><ol><li><span style="font-family:arial;">Focus</span></li><li><span style="font-family:arial;">Standardization</span></li><li><span style="font-family:arial;">Adherence</span></li><li><span style="font-family:arial;">Reflection</span></li></ol><p><span style="font-family:arial;">These phases help your company assess its direction, learn form its mistakes and build strong competitive strengths for success in the future. Each phase involves processes that help teams prioritize and analyze problems, and then develop, prioritize, and implement improvement ideas to achieve the organization’s strategic goals</span><br /> </p>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0tag:blogger.com,1999:blog-5811515210445122056.post-74593091114875685472009-08-06T06:22:00.000-07:002009-08-06T06:41:38.374-07:00Workplace Organization & Visual Control - 5S<p><span style="font-family:arial;">Most 5S programs are based on the Japanese concept of 5S as presented by Hiroyuki Hirano in his book 5 Pillars Of The Visual Workplace. The five pillars are:</span></p><ol><li><span style="font-family:arial;">Seri – Organization – <strong>Sort</strong></span></li><li><span style="font-family:arial;">Seiton – Orderliness – <strong>Set In Order</strong></span></li><li><span style="font-family:arial;">Seiso – Cleanliness – <strong>Shine</strong></span></li><li><span style="font-family:arial;">Seiketsu – Standardized Clean up – <strong>Standardize</strong></span></li><li><span style="font-family:arial;">Shitsuke – Discipline – <strong>Sustain</strong></span></li></ol><span style="font-family:arial;"><strong>Sort</strong> means that you remove all items from the workplace that are not needed for current production operations. Many workplaces are filled with a clutter of tools, papers, product, broken items, etc. – a hodgepodge of useful items and things kept around without a good reason. This mess makes it hard to put your hands on the things you really need to do your work.</span><br /><span style="font-family:arial;"></span><br /><span style="font-family:arial;"><strong>Set In Order</strong> means that you find the best way to store items so that you always know where they are and so that you can find them easily</span><br /><span style="font-family:arial;"></span><br /><span style="font-family:arial;"><strong>Shine</strong> means sweeping floors, wiping off equipment, and generally making sure that everything in the workplace stays clean. This component of the 5S program emphasizes the removal of dirt, grime, debris, and dust from the workplace</span><br /><span style="font-family:arial;"></span><br /><span style="font-family:arial;"><strong>Standardize</strong> differs from Sort, Set In Order, and Shine, all of which are activities. In contrast, Standardize is the result of continuous maintenance of the first three activities (sometimes known as 3S). Standardize means finding ways to make the 3S activities into a habit.</span><br /><span style="font-family:arial;"></span><br /><span style="font-family:arial;"><strong>Sustain </strong>is different from that of the first four pillars in the sense that the results are not visible and cannot be measured. Commitment to it exists in people’s hearts and minds and only their behavior shows its presence. Because of this, it cannot be implemented like a technique. However, you can create conditions that encourage the implementation of the Sustain pillar.</span><br /><span style="font-family:Arial;"></span><br /><span style="font-family:Arial;">5S has been shown time and again to have a positive impact on employee performance and morale. Findout more about this effective tool by searching the internet or selecting some of the links on this blog.</span><br /><span style="font-family:Arial;"></span><br /><span style="font-family:Arial;">We welcome you to share your ideas about this topic.</span>Brice Alvordhttp://www.blogger.com/profile/08419603740495822221noreply@blogger.com0