| 5S requires a top-down commitment from senior | | | | is used to measure conformance to the 5S process. |
| management to the operator level. Without this any 5S | | | | The structure of the QCDSM process ensures a |
| program is doomed from the outset. Also there needs | | | | disciplined approach is carried out on every shift day in |
| to be an infrastructure such as QCDSM in place for | | | | and day out. |
| sustainability and continuous improvement (time and | | | | Expectations: |
| resources, ideas scheme etc.) to ensure the programs | | | | You should be able to achieve substantial levels of |
| meets your goals and expectations. | | | | performance improvement with a structured approach |
| 5S must be properly understood by everyone in the | | | | to carrying out day to day 5S activities. |
| organization. It is not simply a clean up exercise and if it | | | | |
| is portrayed that way then the program will only | | | | 1. Measurement of performance can occur in many |
| achieve the second "S" and will be considered a failure. | | | | ways and at many levels such as overall factory |
| It simply works only when management understands | | | | performance and work team productivity. Overall plant |
| that 5S is fundamental to good performance rather | | | | performance is the most important from a competitive |
| than secondary to it. 5S only succeeds in | | | | viewpoint but many other factors can influence this |
| environments where there is discipline and self | | | | other than 5S. When employing a structured system |
| regulation in place to ensure that performance | | | | like QCDSM, expect a typical increase of about |
| standards are maintained and followed. | | | | 15%-50% |
| Standards need to be maintained through a simple | | | | 2. An organization's concern for safety can be a |
| daily auditing system of different areas, or zones, with | | | | significant contributor to morale and pride.It can be |
| a person or small team being responsible for each. | | | | measured with Lost Time Injury rates or other |
| Even with all this in place, long term sustainability will | | | | measures of safety performance. Up to 70% |
| only be possible if the system is continually measured | | | | Reduction |
| and improved. The QCDSM program ensures this will | | | | 3. Cleaning out the junk will sometimes open significant |
| happen on a daily basis. In addition to QCDSM, | | | | space by itself. If an analysis and localized re-layout of |
| members of senior management must carry out | | | | departments is part of the 5S effort, there may be |
| periodic inspections of each targetarea. One common | | | | significant savings. However, such space savings must |
| error by senior management is never being visible on | | | | be consolidated into larger blocks of space to be |
| the factory floor. | | | | useful. 5%-60% Reduction |
| 5S provides the foundation for improving performance | | | | 4. Absenteeism results from many causes but pride |
| through continuous improvement. It focuses on: | | | | and morale are two of the more important. |
| · Increasing quality by removing waste from the | | | | Improvements in absenteeism, if other factors remain |
| workplace. | | | | constant, can be assumed as resulting from increased |
| · Provide reduction in operating costs by reducing non | | | | pride and morale. 20%-50% Reduction |
| value added activities. | | | | 5. If 5S teams prepare before-and-after spaghetti |
| · Improving delivery by by simplifying processes and | | | | diagrams, they can measure reductions in walking |
| removing obstacles | | | | distance. There are, however, other motion savings at |
| · Improving safety through improved housekeeping | | | | the micro level (reaching, bending, etc.) that are more |
| and identification of hazrds | | | | difficult to measure directly. 20%-50%+ Reduction |
| · Provide an environment where continuous | | | | 6. The rigor, discipline and analysis inherent in the |
| improvement is embraced through workers problem | | | | QCDSM approach to 5S implementation can |
| solving and suggestions, thereby improving morale. | | | | contribute to the development of the Continuous |
| Simply put, 5S works best if the implementation of the | | | | Improvement mindset. This occurs when constantly |
| program is based on the 5S Performance | | | | looking for and implementing improvement becomes a |
| Improvement Formula: | | | | part of the job. One way to measure this is with the |
| P=Q+C+D+S+M | | | | QCDSM Idea/Suggestion program. Expect the number |
| Where; | | | | of suggestions per employee is tracked and reported |
| - P - Increase productivity. | | | | to management. Number of Suggestions 1500%+ |
| - Q - Improve product quality. | | | | Increase |
| - C - Reduce manufacturing costs. | | | | If you wish to get more out of your performance |
| - D - Ensure on-time delivery. | | | | improvement budget, reducing the amount that you |
| - S - Provide a safety working environment | | | | spend and increase the likelihood that these |
| - M - Increase worker morale. | | | | investments will positively impact your company's |
| Making sure that everyone keeps up the daily 5S | | | | performance over time, use a structured system like |
| discipline is a management problem. It may be the | | | | QCDSM to manage and maintain your 5S program. |
| responsibility of the 5S team leader, but it is also driven | | | | Without a focused approach to 5S implementation like |
| and supported by the auditing and tracking system that | | | | QCDSM, your improvement efforts will eventually die. |