5S – Implementation and Support
Although the 5S method is the basis of management, often the 5S concept simply remains a rather meaningless slogan in some companies.
It is often the case that after several years since the “completion of 5S implementation”, some managers still have questions like: “Why 5S to us?”.
Managers say that many unnecessary activities are still being done, that many activities have large variations and are irregular or that some activities are beyond the actual capacity of the employees to be carried out. The effects of these activities are easily seen: (1) excessively used space, (2) poor quality, (3) excessive fatigue and risky human activities, (4) overstretching and forced degradation of equipment, (5) WIP, (6) long downtime, (7) many useless items in the workplace, (8) low customer and employee confidence, (9) long set-up, etc.
In this context, 5S requires full involvement of managers: clear goals and directions for the sort and set in order, 5S master plan, 5S manuals and 5S audit sheets, clear procedures, 5S continuous support audit system, 5S training etc.
So, do you think managers are involved as much as they should in the ongoing implementation and support of 5S?
Source: Alin Posteucă on LinkedIn