5S - 5. Sustain


  1. Everyone in the workplace should treat it as if it would be in their own home.
  2. Periodic facility management involvement is required to check that the first four S’s are implemented perfectly.
  3. Employees must make it a part of their daily work and not an action forced upon them.
  4. Dedication, commitment, devotion and sincerity are needed in implementation of 5S on daily basis.
  5. Senior management should initiate a celebration for the total 5S implementation, and be an active part in the total process in initiating and carrying forward the program.
  6. Senior management should do a periodic review of the status of 5S.
  7. Inspections of first three S’s should be done and the results displayed on 5S board regularly.
  8. Single point lessons should be used to communicate the standards for how 5S work should be done.
  9. Root cause problem-solving process should be in place where root causes are eliminated and improvement actions including prevention.
  10. Owners conduct 5S Kaizen activities and document results. Owners (operators) complete daily check sheets to control factors that accelerate deterioration of equipment, and to keep clean workplaces that help build pride. 
When fully implemented, the 5S process increases morale, creates positive impressions on customers, and increase efficiency and organization. Not only will employees feel better about where they work, the effect on continuous improvement can lead to less waste, better quality and faster lead times. 5S is not only a system for housekeeping, it is an integrated approach for productivity improvement. 5S is a whole culture which increases production, improves quality, reduces cost, makes delivery on time, improves safety and improves morale. 5S also is not a list of action items, but is an integrated concept of actions, condition and culture. To get the greatest success, the nature and implication of each “S” need to be understood by each employee and should be regularly practiced.

Comments

Post a Comment

Popular posts from this blog

Change management - Incentives

Managing Change Using Motivation, Rewards and Incentives Winston Churchill once said, "There is nothing wrong with change if it is in the right direction." The author and former prime minister likely weren't speaking specifically of the business environment, but he could have been. Change in modern business is as inevitable as the tides, and reinforcing behavioural change is an ongoing activity in an employee's performance management process. If managers are to promote and sustain positive behavioural change, alongside goal setting and various feedback and coaching mechanisms, rewards and incentives can be handy tools. "Most managers and people working in organisations would probably say they're always in a state of change," said Tom McMullen, North American reward practice leader, Hay Group. "If you want to get results you need to have the behaviours to get results, and rewards and incentives are reinforcers of behaviours. I don't thi...
Read more

Why this title for the Blog?

Well, you might wonder why I choose such a title for my new Blog. The reason is that my plan is to use it to jot down my thoughts and reflections from my daily situations to try to get a better organisation and focus on what is going on and what I would want to happen in the future. A way to get a better direction of my dreams and aspirations you might say. Living as a westerner in a strictly Muslim country like Saudi Arabia very often puts my culture and values to its pinpoint. You might see it as a constant battle with my reality now and my past experiences. A slow way of losing my mind in a way. Or maybe better to say to grow my acceptance for differences in culture, religion and values. Both private and professional. My hope is to be able to paint a clearer picture of what is going on in my life and how I can use that to build a better future for the company I'm currently working for, myself and my closest. That said, I'm really interested in your input if ever yo...
Read more