In the first of our Lean blog series, we discussed Lean 101 and how it can benefit a manufacturer. But what does it mean to actually apply those principles in an everyday setting? What schools of thought exist, and how do they differ from one another?
Among the most widely accepted methodologies in Lean manufacturing is 5S, a philosophy that emphasizes the idea of ownership through organization of materials and process standardization. It is most effective when applied in a systematic way and enables employees to maintain the ideal efficiency and effectiveness of their workspace.
While qualities find in 5S can be traced back to Venice shipbuilders in the 16th century, the approach we take today originated in Japan with the Toyota Production System (TPS) and Total Productive Maintenance (TPM) standards. Because of its efficiency, 5S experienced a universal boom by the 1980s, changing the state of manufacturing in the modern world and allowing an influx of goods to be produced.
The principles of 5S were formed using five Japanese terms – later translated into English – that emphasized the importance of eliminating waste. This step-by-step process is based on improving production as well as enhancing quality of work and decreasing the frequency of workplace accidents.
The phases of 5S consist of the following:
1. Sort (seiri) – Organizing materials and removal of unnecessary items (waste)
2. Straighten (seiton) – Establishing orderly workplace to prevent time-wasting and ensure smooth workflow
3. Shine (seiso) – Maintaining cleanliness to keep environments safe and functional
4. Standardize (seiketsu) – Making tasks uniform and keeping high standards
5. Sustain (shitsuke) – Implementing of effective processes, goal-oriented training, and audits
Over time, these five steps expanded into other methodologies such as 6S, 5C, and CANDO. However, the tenants of 5S remain a mainstay of Lean and continue to be applied to manufacturing around the world.
An example of a successful – and slightly modified – 5S plan can be found in our work with Vitamix, one of the leading kitchen appliance brands in the country. MAGNET growth consultants provided training on continuous improvement for management staff and employees, culminating in continuous improvement, streamlined operations, and the creation of a unique initiative known as Vitamix Lean Enterprise.
Ready to take the next step in optimizing your company? Let MAGNET’s experts help you!
One remarkable thing about the list is that it rarely changes. The order may change but the top cited standards typically don’t change. Top 10 Sited Safety and Health Violations: 501 - Fall Protection 1200 - Hazard Communication 451 - Scaffolding 134 - Respiratory Protection 147 - Lockout/Tagout 178 - Powered Industrial Trucks 1053 - Ladders 305 - Electrical, Wiring Methods 212 - Machine Guarding 303 - Electrical, General Requirements Three of the 10 sited standards are directed at the construction standard (1926) while other fall within the general industry (1910). It should be noted however that the general industry standard also has fall protection guidelines. Year after year, inspectors see the same on-the-job hazards, any one of which could result in a fatality or severe injury. More than 4,500 workers are killed on the job every year, and approximately 3 million are injured. By understanding these regulations you can improve your safety program and prevent injuries. Give me a call if you have any compliance doubts, or want to review OHSA regulations. Gwido Dlugopolsky at 216-391-7766 or email@example.com
Why does it take a NASCAR pit crew only 15 seconds to change four car tires when it takes people like you and me minutes? The answer is simple SMED. Single Minute Exchange of Dies, or SMED, is a process for reducing the time it takes to do equipment changeovers. Using the principles of SMED you should be able to perform any changeover in your facility in under 10 minutes! The SMED process is simple – convert as many changeover steps as possible to “external”, meaning they are done while your equipment is still RUNNING, while simplifying and streamlining the remaining steps. SMED is broken down into the following 3 Steps: Separate Convert Streamline We found this article to be very helping in explaining the SMED process in more detail: LEAN PRODUCTION - SMED A good first step to achieve this level of SMED efficiency would be to run a kaizen event at your facility to standardize (5S) your tools and supplies. Doing this alone will help you achieve 40% to 50% greater efficiency. Once the “low hanging fruit” is gone, you can still reduce setup times another 20% by practicing more advanced SMED principles.
The secret to closing any sale is to reduce uncertainty in the buyer and replace it with confidence in YOU, your PRODUCT/SERVICE, and your COMPANY. Step 1 – Confidence in YOU Someone buying from you wants to be able to fundamentally connect with you on a human level and feel confident that you’re an expert in what you’re selling If you’re selling paperclips, be an expert in paperclips If you’re selling design and engineering related services, be an expert in design and engineering related services Focus on addressing the problem, not the solution….MEANING you already know you have the solution, connect with the buyer by being an expert with the problem he/she is facing. Prove that you know the problem and all aspects of the problem like the back of your hand. Step 2- Confidence in the PRODUCT/SERVICE you are selling Someone buying from you needs to trust the product/service you are selling will solve their problem. It’s your responsibility to deliver a solution and the benefits associated with it. Basically you need to “Hit a Homerun” communicating this message. Tip – Use Success Stories: Share with the potential buyer examples of your product/service solving problems and delivering value for