Using 5S to increase performance in the workplace

5S requires a top-down commitment from senior management down to the operator level. Without this, any 5S program is doomed from the start. An infrastructure such as QCDSM for sustainability and continuous improvement (time and resources, brainstorming, etc.) must also be in place to ensure programs meet their goals and expectations.

The 5S must be correctly understood by everyone in the organization. It is not simply a cleanup exercise, and if presented that way, the program will only achieve the second “S” and be considered a failure. It just works only when management understands that 5S is critical to good performance rather than secondary. 5S is only successful in environments where there is discipline and self-regulation to ensure performance standards are maintained and followed.

The standards must be maintained through a simple system of daily auditing of different areas or zones, with one person or a small team responsible for each one.

Even with all of this in place, long-term sustainability will only be possible if the system is continually measured and improved. The QCDSM program ensures that this happens on a daily basis. In addition to the QCDSM, members of senior management must conduct periodic inspections of each target area. A common top management mistake is to never be visible on the shop floor.

5S provides the foundation for improving performance through continuous improvement. It focuses on:

• Increase quality by removing waste from the workplace.
• Provide reduction in operating costs by reducing non-value-added activities.
• Improve delivery by simplifying processes and removing obstacles
• Improve safety through better cleaning and hazard identification

Provide an environment where continuous improvement is embraced through problem solving and worker suggestions, thereby improving morale.

Simply put, 5S works best if program implementation is based on the 5S performance improvement formula:

P=Q+C+D+S+M

Where;

• P – Increase productivity.
• what – Improve the quality of the product.
• against – Reduce manufacturing costs.
• D. – Ensure delivery on time.
• S – Provide a safe working environment.
• METER – Increase the morale of workers.

Making sure everyone maintains the daily discipline of 5S is a management problem. It may be the responsibility of the 5S team leader, but it is also driven and supported by the monitoring and auditing system that is used to measure compliance with the 5S process. The QCDSM process structure ensures that a disciplined approach is carried out on every shift day after day.

Expectations:

You should be able to achieve substantial levels of performance improvement with a structured approach to carrying out daily 5S activities.

1. Performance measurement can occur in many ways and at many levels, such as the overall performance of the factory and the productivity of the work team. Overall plant performance is the most important from a competitive point of view, but many other factors can influence this besides 5S. When using a structured system like QCDSM, expect a typical increase of around 15-50%
2. An organization’s concern for safety can contribute significantly to morale and pride, and can be measured by lost-time injury rates or other measures of safety performance. Up to 70% Discount
3. Clearing out the junk will sometimes open up a significant space of its own. If a localized analysis and redesign of departments is part of the 5S effort, there can be significant savings. However, such space savings must be consolidated into larger blocks of space to be useful. 5%-60% discount
4. Absenteeism is the result of many causes, but pride and morality are two of the most important. Improvements in absenteeism, other factors remaining constant, can be assumed to result from increased pride and morality. 20%-50% discount
5. If 5S teams prepare before-and-after spaghetti diagrams, they can measure reductions in distance traveled. However, there are other movement savings at the micro level (reach, bend, etc.) that are more difficult to measure directly. 20%-50%+ Discount
6. The rigour, discipline and analysis inherent in the QCDSM approach to 5S implementation can contribute to the development of againstcontinuous improvement mindset. This happens when the constant search and implementation of improvements becomes part of the job. One way to measure this is with the QCDSM Idea/Suggestion program. Expect the number of suggestions per employee to be tracked and reported to management. Number of Suggestions 1500% + Increase

If you want to get more out of your performance improvement budget, reduce the amount you spend, and increase the likelihood that these investments will have a positive impact on your business performance over time, use a structured system like QCDSM to manage and maintain your 5S program. Without a focused approach to 5S implementation like QCDSM, your improvement efforts will eventually die.