Guest Post: How 5S Strategies Can Help You Organize Your Tools with Ease

Today, I am happy to introduce another guest post by Mike Wilson from Creative Safety Supply. Mike enjoys blogging and reading about the lean manufacturing niche. He is invested in Creative Safety Supply, known for its safety products to help manufacturers with their 5S and Lean Projects. Mike is going to talk about the importance of 5S, specifically tips for organizing tools in your workspace.
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Are you familiar with the strategies of 5S? If not, right now is a great time to learn! 5S originated from a Japanese concept involving the “lean” mindset and it is has been successfully utilized within many different business sectors to help improve overall function. Let’s start with a basic overview of 5S and then discuss how it can help tremendously with tool organization.

Brief overview of 5S

The five S’s basically stand for seiri, seiton, seiso, seiketsu and shitsuke. Have I lost you? I hope not. Let’s briefly go over these five terms in English for better understanding.

1. Sorting: The first “S” stands for sorting, this essentially means to get rid of unnecessary items or tools and to prioritize the items that are used so they can be stored more efficiently and within accessible areas.

2. Straightening: The second “S” is for straightening or setting things in order. The main objective here is to organize the workspace to be most efficient and productive by locating tools and equipment most often used in easy to access areas. Not only does this better utilize the space within the work area, but it also helps to save time that may be lost in trying to locate specific items or tools.

3. Shine or Sweeping: The third “S” focuses on cleanliness. Having a clean and tidy workplace encourages others to also keep the area clean and helps contribute to a more productive and effective work environment.

4. Standardizing: The forth “S” helps with standardization, the goal with this strategy is to keep workstations that do the same jobs more uniformly organized. For example, if an employee does a particular job and there are multiple work stations doing that same job, the employee should be able to move effortlessly from workstation to workstation since they all function in the same manner.

5. Sustain: The fifth “S” is for sustaining the practice. This step basically includes the monitoring and sustaining of the four previously mentioned 5S tactics. The focus should be to move forward with the 5S methodology and not fall back into old ways and habits that are potentially not as beneficial and effective for the organization.

Tips for Helping Organize Tools Utilizing 5S Tactics

After reviewing the 5S tactics, it is pretty easy to see how this methodology can be very helpful with operating and maintaining an effective workspace. One key component we want to discuss regarding the 5S practice is tool organization. Tool organization seems to be among one of top areas of concern and disorganization within many types of businesses including, but not limited to auto body shops and maintenance departments within manufacturing facilities. 

Unfortunately, so much time is wasted looking for misplaced tools that businesses are losing valuable employee work time and also the tools that were not properly organized or returned. One very helpful alternative to implement to help with this issue is the use of a foam tool organizer. A foam tool organizer follows the methodology of the 5S mindset in making tools easy to find, and located within a handy area. Most foam tool organizers are fully customizable meaning that you can alter them to fit any sort of tool related to your business. Whether it be screwdrivers, hammers, or pliers they can all easily be stored within the organizer. Not only does this type of organizer save time in locating needed tools, but it also saves the business money by not having to purchase replacement tools in place of lost tools and in addition, it keeps a neat and tidy workspace. 

Many people who implement the help of a foam tool organizer wonder how they ever functioned efficiently without one. It’s worth it to take some time to really review the 5S process and analyze whether the use of foam tool organizers could be helpful with the organizing of your business-related tools as well.

Daily Lean Tips Edition #43

For my Facebook fans you already know about this great feature. But for those of you that are not connected to A Lean Journey on Facebook or Twitter I post daily a feature I call Lean Tips.  It is meant to be advice, things I learned from experience, and some knowledge tidbits about Lean to help you along your journey.  Another great reason to like A Lean Journey on Facebook.

Click this link for A Lean Journey's Facebook Page Notes Feed.

Here is the next addition of tips from the Facebook page:

Lean Tip #631 - Learn More from Reading. 

Far too may business executives believe leadership skills stem from some sort of wondrous epiphany or other such flash of insight. Sure, great ideas can come to any of us, but being a bona fide leader also means study. Read books, attend seminars, and pick the brains of colleagues to see what works for them. Read an article; discuss a new approach with a colleague; research what other organizations are doing on the Web. It can be a long education, but one with rewards that multiply with the more knowledge you have under your belt.

Lean Tip #632 - Try Something New.

The world is moving forward, swiftly and consistently. As industry leaders, if you stop taking a breath, you will be left far behind others, competing in the race. Change is inevitable as so is it a scary concept. To overcome this fear, try doing something new. Take risks, explore ways to overcome the disabilities and move ahead. It might sound easy, but it is no less challenging.

Lean Tip #633 - Get Out of Your Office.

When you get bogged down, distracted, or even discouraged rediscover the power of going to see. There is no better way to experience the flow of value (or lack thereof) than taking the same journey that an order, new product, patient or other takes through your processes. Spend as much time as possible with employees and customers. Learn the issues first hand. Expand your focus. Many look primarily at the steps in the value stream and ask how to remove the waste. Reflect first on the purpose of the process. You must ask about the support processes to get the right people to the right place in the value stream at the right time with the right knowledge, materials, and equipment. Work to solve problems when and where they occur. Pay special attention to the way people are engaged in the operation and its improvement.

Lean Tip #634 - Focus Feedback on the Future.

You want people to improve. In almost every case, people want to improve and do great work. Yet most workplace feedback is focused on something that can’t be changed -- the past. If you want to be a more effective coach to your team and help them make improvements in their skills and results, give them feedback, and about what they can do next time.

Lean Tip #635 - Follow Up and Follow Through.

The primary criticism of leaders is that they do not follow up or follow through on promised actions and information. How well a manager follows up or follows through on promises is part of the test to determine if they will be a quality leader. Another reason follow up is so important is that old saying “out of sight, out of mind”; leaders need to remind employees that their interested in improvement.

Lean Tip #636 – Establish Employee Empowerment: Demonstrate That You Value People

Your goal is to demonstrate your appreciation for each person's unique value. No matter how an employee is performing on his or her current task, your value for the employee as a human being should never falter and always be visible.

Lean Tip #637 – Establish Employee Empowerment: Share Leadership Vision

Help people feel that they are part of something bigger than themselves and their individual job. Do this by making sure they know and have access to the organization's overall mission, vision, and strategic plans.

Lean Tip #638 – Establish Employee Empowerment: Share Goals and Direction

Share the most important goals and direction for your group. Where possible, either make progress on goals measurable and observable, or ascertain that you have shared your picture of a positive outcome with the people responsible for accomplishing the results.

Lean Tip #639 – Establish Employee Empowerment: Trust People

Trust the intentions of people to do the right thing, make the right decision, and make choices that, while maybe not exactly what you would decide, still work.

Lean Tip #640 – Establish Employee Empowerment: Provide Information for Decision Making

Make certain that you have given people, or made sure that they have access to, all of the information they need to make thoughtful decisions.

Lean Tip #641 – Establish Employee Empowerment: Delegate Authority and Impact Opportunities, not Just More Work

Don't just delegate the drudge work; delegate some of the fun stuff, too. You know, delegate the important meetings, the committee memberships that influence product development and decision making, and the projects that people and customers notice.

Lean Tip #642 – Establish Employee Empowerment: Provide Frequent Feedback

Provide frequent feedback so that people know how they are doing. Sometimes, the purpose of feedback is reward and recognition as well as improvement coaching.

Lean Tip #643 – Establish Employee Empowerment: Solve Problems, Don't Pinpoint Problem People

When a problem occurs, ask what is wrong with the work system that caused the people to fail, not what is wrong with the people.

Lean Tip #644 – Establish Employee Empowerment: Listen to Learn and Ask Questions to Provide Guidance

Provide a space in which people will communicate by listening to them and asking them questions. Guide by asking questions, not by telling grown up people what to do.

When an employee brings you a problem to solve, ask, "what do you think you should do to solve this problem?"

Lean Tip #645 – Establish Employee Empowerment: Help Employees Feel Rewarded and Recognized for Empowered Behavior

When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, don’t expect results from employee empowerment. The basic needs of employees must feel met for employees to give you their discretionary energy.

Lean Quote: Lincoln’s 10 Leadership Principles for Success

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"That some achieve great success, is proof to all that others can achieve it as well." — Abraham Lincoln

President Abraham Lincoln is considered by many to be a noble and great leader who shaped American history. He is not often looked to as an example of how to, however, be an effective business leader.

Here are 10 leadership principles starting with P that Abe Lincoln exhibited that set an example for type of leader that managers and executives should exemplify:

1. Purpose – Answer the question “Why I am doing this?” Without purpose there is not direction.

2. Probity – Demonstrate complete honesty if you want integrity. This is how leaders get people to follow them.

3. People – This is the “Respect for People” element. Listen and show we care. The say Lincoln would go beyond just hearing your pain and actually absorb your pain for you.

4. Preparation – Proper planning saves time. Never stop learning and improving.

5. Persuasion – Show them how through doing. The use of stories to illustrate your point makes it more personal and memorable.

6. Persistence – Never give up; keep going, especially when the road is not so clear.

7. Process Thinking – Put a process in place. It is through this we can improve our current state.

8. Problem Solving – PDCA, objectively study, build strong problem solving skills, and engage everyone everyday in the process.

9. Performance – Don’t focus on the results, focus on the process and the results will come.

10. Possibilities – Take the impossible and make it possible. There is no limit to the possibilities if we open our mind.

In my experience people don’t like to be told what to do. Lead them by asking the right questions. Challenge their thinking and develop them to constantly improve. Lean is a powerful way of thinking. I believe it is this thinking that can truly change the world. Like Abraham Lincoln be the role model for leadership in your organization by practicing these qualities. 


 

Taking Risk and Overcoming Failure to Find Solutions to Quality Challenges

On ASQ’s Blog, President Paul Borawksi asks if you are willing to take risk to find solutions to quality challenges:

And, I want to know how you—the quality professional–handle failure in the workplace. Do you try again until you find a solution? Are you penalized for failure? Or do you avoid it altogether? How much risk are you willing to take to find solutions to quality challenges?

To err is completely human, so you should not be afraid of the mistakes you may make and of course, you should never hide them. Nobody likes to make mistakes. However, the simple reality of life is that at some point, all of us are going to be wrong. That’s just life. We are going to make mistakes.

Treat every mistake as an opportunity to learn and grow. Don’t feel stupid or doomed forever just because you failed at something. You can always find other opportunities.

A colleague of mine always said, “Learn to fail quickly.” Essentially, if you are going to fail you need to learn to do it quickly in order to get the data (results) that you can use to gradually improve. The faster you get at learning from unforeseen circumstances and outcomes, the faster you can find a solution that truly adds value.

If you’re not making mistakes, you’re not improving. Henry Ford said, “Failure is merely an opportunity to begin again knowledgeably.” Failure can be an inevitable stepping-stone to great achievement.

Fear of failure is a genuinely scary thing for many people, and often the reason that individuals do not attempt the things they would like to accomplish. But the only true failure is failure to make the attempt. If you don't try, you gain nothing, and life is too short a thing to waste.

But to have success, management must create an environment where it is safe to fail. Failure is an expected part of the process of finding solutions. If workers feel that they have to “hit one out of the park” every time they come up with an improvement idea, they will be reluctant to provide their ideas. In a Lean environment, failure and success should be met with the same level of enthusiasm and support.

As a supervisor, you should work to create an environment where improvements are encouraged and failures are embraced. An environment where ideas are continually tested and then those that work are adopted. This cycle of continually learning and improving is at the heart of Toyota’s success.

Management needs to establish an environment where failure is acceptable. Failures can either destroy or advance our goals, but it's our response to them that truly determines the outcome. If we are too afraid of failure to try then we will never know if we can improve our situation.

I’m part of the ASQ Influential Voices program. While I receive an honorarium from ASQ for my commitment, the thoughts and opinions expressed on my blog are my own. 

The 8 Common Wastes in an Office That Cause Downtime

Applying Lean to office processes is an often misunderstood concept. Many efforts at lean office often fall by the wayside since measuring improvement is nearly impossible. It is important to analyze the office processes themselves to determine how to apply lean appropriately. The best way to accomplish this is to first understand how the seven wastes of manufacturing apply to office processes to identify improvement opportunities.

To identify and eliminate the waste that plagues your office, learn to identify the 8 wastes in their manifestations.  Here is a list of the 8 common wastes of Lean, and some ideas about how they manifest in the office environment.

Defects & Inspection

This is work that you thought was complete but requires to be touched again due to not meeting the customer's needs. Inspection is the same as review and this is in the flow because our internal customer doesn’t trust that we can deliver what they want. This leads to more reworking of defects, but we have to fix the process to produce a good product.

Examples:

•       Order entry errors

•       Design errors or engineering change orders

•       Invoice errors

•       Lost files or records

•       Bad or Missing information

Over Production

This is the act of producing more than what the customer wants instead of providing what they need or actually paid for.  This is a fast way to lose customers as it requires more time and resources, something that is in short supply.

Examples:

•       Producing reports that no one reads or needs

•       Making extra copies just-in-case

•       Producing more to avoid set-ups

•       Entering repetitive information on multiple documents

•       Memos or email to everyone

Waiting

A period of time delay spent while expecting something to happen or ready for something to happen. Waiting waste is idle time created when material, information, people or equipment is not ready.

Examples:

•       Waiting for approvals or signatures

•       Attendees not all on time for meeting

•       Slow system response time

•       Delays in receiving information

•       Printer or computer break-down

Non-Utilized People or Knowledge

People’s skill, abilities, and knowledge are not effectively or appropriately used. This happens frequently in large organizations where the skills and backgrounds of everyone are not common knowledge. The biggest crime in this category is not empowering or enabling the people most intimate with a process to improve the process.

Examples:

•       Bypassing procedures to hire a favorite candidate

•       Start using software without prior training

•       Not providing opportunity for professional development

•       Limited authority and responsibility for basic tasks

•       Inadequate business tools / training available

Transportation

This is where you have to take the product you are working on and move it somewhere.  That act of moving does not change fit, form, or function.  We are usually taking it to the boss to drop it off on their desk be reviewed, so we can rework it later.  I see a pattern developing here.

Examples:

•       Moving product in and out of storage

•       No signs identifying areas or departments

•       Multiple hand-offs or approvals

•       Bad area layout

•       Excessive filing of documents

Inventory

Inventory is a common result of multi-tasking and otherwise un-balanced workloads.  It can be found in e-mail or work order in-boxes, to-do lists, product development pipelines, and resource assignment charts.  If a person has three tasks to complete, it is guaranteed that two of them are waiting (in inventory) while that person performs the third.  If you want to be able to see inventory like you do on the factory floor, you must make the lists, in-boxes, resource assignments, and project pipelines visible in your workspace.

Examples:

•       Excessive office supplies

•       Files piled up between desks

•       No storage space because its filled with stuff not needed

•       Batch processing transaction & reports

•       Obsolete files or office equipment

•       No sufficient cross-training

Motion

Excess motion primarily refers to people having to walk to office equipment or (even more importantly) having to walk to find people. Meetings are motion in the sense that they are work without producing, unless a decision is made or information is produced during the meeting. Motion shows up as people search for files they can’t find, in phone calls to track down information, or from unnecessary button clicks to get to the bottom of a work order to update the to-do list.

Examples:

•       Looking for items without a defined place

•       Searching for files on computer

•       Employees not working to a standard method

•       Poor work area layout

•       Sorting through materials

Excess Processing

Excess processing often results from the creation of multiple versions of a piece of work that now must be reconciled into the true work.  It shows up in additional signature approvals, data entry or data format changes, frequently revising documents or information, or complex forms or databases that require information to be entered repeatedly. 

Examples:

•       Multiple signatures

•       Unused or unnecessary information collected

•       Re-entering data

•       Different software working on same document

•       Expediting

•       Unnecessary or excessive reports

My best advice for finding and eliminating waste in the office is to find what bugs you.  Hunt down the rework, the overtime, the stress and frustration, and you will quickly begin putting your fingers on the waste and its causes. Address the causes of the waste.  Eliminate them.  In doing so, you will not only make your business more productive, but it will be a much better place to work.

Quality Control is Not Quality Assurance

The terms “quality assurance” and “quality control” are often used interchangeably to refer to ways of ensuring the quality of a service or product. The terms, however, have different meanings.

Control: An evaluation to indicate needed corrective responses; the act of guiding a process in which variability is attributable to a constant system of chance causes.

Quality Control: The observation techniques and activities used to fulfill requirements for quality.

Assurance: The act of giving confidence, the state of being certain or the act of making certain.

Quality Assurance: The planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled.

At its simplest, quality control is inspecting, testing or checking something (service or product) to make sure it's OK.  The intent is to identify anything that isn't OK, and either fix it or eliminate it, to make sure it conforms to the specifications, and has/does/functions as required.  Quality control is typically done at the end of the line, before it 'goes out the door'. If the something isn't OK, this is called 'nonconformity' or a nonconforming service/product.

Quality control does not ensure quality, it only finds instances where quality is missing.  Obviously it's better than nothing, but it has its limitations.  The most important of these is that you only find out that things aren't OK at the end of the process.

Quality assurance developed from the realization that quality could be improved by looking 'further up the line'.  Quality assurance activities are determined before production work begins and these activities are performed while the product is being developed. It is aimed at preventing nonconformities/defects.

Quality assurance focuses on processes and their continuous improvement. Its goal is to reduce variance in processes in order to predict the quality of an output (final or interim product), gather best practices for the company, reduce cost, and reduce time to market. Quality assurance  is strongly linked to innovation and creativity. Quality Assurance neither imposes nor defines processes for other people, but it provides advice and support to the process owner, which leads to the ability to measure success and make decisions based on facts.

Quality control is concerned with examining the product or service — the end result and quality assurance is concerned with examining the process that leads to the end result. A company should use quality assurance to ensure that a product is manufactured in the right way, thereby reducing or eliminating potential problems with the quality of the final product.

Lean Quote: Management Commitment is the Driving Force Behind Quality and Productivity Improvement

On Fridays I will post a Lean related Quote. Throughout our lifetimes many people touch our lives and leave us with words of wisdom. These can both be a source of new learning and also a point to pause and reflect upon lessons we have learned. Within Lean active learning is an important aspect on this journey because without learning we can not improve.

"It is only when management supports, in both word and deed, the goal of continuous improvement, that it will begin to see increases in both quality and productivity." — Wheeler and Chambers

In my experience I have learned that the single most important element for success in Lean is the human element.   First and foremost Lean managers have the critical role of motivating and engaging all people to work together toward a common goal. Management must define and explain what that goal is, share a path to achieve it, motivate people to take the journey with them, and assist them by removing obstacles.

All managers are teachers, and their actions determine company capability. Whether consciously or not, with their everyday words and actions all managers are teaching their people a mindset and approach. So it makes sense to ask, “What patterns of behavior and thought do we want to be teaching in our organization?”

Commitment from management is a “MUST”. In fact, it is the driving force. Procedures, tools, and database are all useless if the management does not want to see an improvement culture in the organization. The employees of the organization will not care, if the management themselves do not show the attitude to follow the right path.

The truth is demonstrating commitment is hard work. Wavering commitment is usually seen as no commitment at all. The only way to achieve a reputation for commitment is through determination and persistence. Genuine commitment stands the test of time.

Commitment is demonstrated by a combination of two actions. The first action is called supporting. The second action underlying commitment is called improving.

It is the combination of both supporting and improving behaviors that makes up the practice of commitment. Company leaders demonstrate their commitment to change and improvement by making these behaviors visible to everyone. Leading by example is the ultimate demonstration of your commitment.