Do you know about - Why 5S Fails to yield Desired Results
Prime Interest Rate Today! Again, for I know. Ready to share new things that are useful. You and your friends.Over the last 20 years I visited numerous manufacturing plants in the United States, Canada, Mexico, Venezuela, Peru, Spain and China to value performance issues and workplace organization. I had the chance to look intimately at their operations and see both the positive and negative aspect of those operations.
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While each plant had its own strengths and weaknesses, one fact was clear: many of the plants had undertaken some form of workplace organization, some had implemented 5S. None were obtaining the results they desired when undertaking the effort. Some only practiced it when Upper supervision was scheduled to visit, others only made half hearted attempts to implement 5S and few had any serious and continuing follow up
They were in follow merely going straight through the motions such as writing it into their mission statements, supervision loudly proclaim its virtues but taking diminutive interest in the day to day mechanics, and claiming to have created a optic workspace when in reality all they did was diminutive more than create signs. Clutter and unneeded items were for the most part still clear and employee had diminutive apparent insight of the need to keep it free of unneeded items
The fact of the matter is that we know what needs to be done. 5S is a lean manufacturing arrival to manufacturing based on the Toyota production System. The job of supervision in lean manufacturing is to identify and eliminate all forms of waste, including:
Over production - producing over buyer requirements
inventory - keeping or purchasing excessive materials
communication - unnecessary handling
Waiting - time delays or idle time
motion - actions of citizen that do not add value
Over-processing - unnecessary processing steps
revising - producing scrap or parts that need rework
Not using human resources - not implementing the ideas / suggestions of employees.
There are many impediments to the implementation of lean manufacturing and especially to proper use of 5S law and practices:
Incorrect plant performance measures
Wrong focus - too much attentiveness to results, not sufficient on improving the processes
Lack of reliance in worker's abilities to identify and rule problems;
Unwillingness to invest time and resources into correctly implementing 5S
Failure to identify their survival enforcement to all stake holders and that turn is the key survival.
Incorrect plant performance measures
Performance is impacted by many factors, especially when the focus is on the short term. Most of these factors are beyond the immediate operate of management. Cash flow (the life blood of any company) is impacted interest rates and can have a dramatic impact on your plant's profitability. Government policies and over regulation impact profits in many ways. In addition, sales volumes or stock pricing impacts the profit level of a plant. When these factors as a matter of fact impact profit, the performance is viewed as successful, and generously rewarded even if supervision practices are ineffective and wasteful. When they have a negative impact on profits, even the best managers are often viewed as abysmal failures and removed from their position.
Worst of all, profit measurements are as a matter of fact manipulated straight through "cooking the books". In most of the facilities that I visited, it was very tasteless and positive that supervision was manipulating inventory levels in one form or another. One plant manager told me that while he wanted to sacrifice inventories, to keep his efficiency ratings high, he was had to over-produce while slack times. This led to higher inventory levels which if reduced to proper levels would have a negative impact on his profitability measure. Too great a focus on Profitability as a performance estimation typically results in short-term thinking. What incentive is there for a company that driven by profitability measures to invest in a 5S scheme which might have higher costs in the short-term has the inherent for primary savings in the long term?
Wrong focus
People tend to do what they get rewarded to do. If their focus is on equipment utilization rather than on buyer demand, the equipment will be run at full capacity, despite actual demand. The follow is overproduction, which is the basis of virtually all manufacturing waste. Focusing on responsibility for machine utilization has the undesirable follow of addition waste.
In order to effectively and continually enhance performance and eliminate waste, all processes need to be analyzed understood and then controlled. The estimation of process effectiveness will shift the focus to long-term improvements like 5S and will allow clubs to reward managers for real performance. Measuring results on the other hand only promote manipulation and short-term thinking.
Lack of reliance in worker's abilities
When supervision is unwilling to produce their employees and allow them the free time to administrate their own processes, they will miss the chance to capture the full inherent of the organization. I am a firm believer that the clarification to every qoute that a company or plant faces, is currently located with in the four walls of that facility.
Unwillingness to invest time and resources into correctly implementing 5S
Management is driven by two things:
Budget
Schedule
Anything that interferes with either one is seen as an enemy of management, as a follow many managers only give half hearted reserve to new ideas and projects they are not well-known with. This is compounded by the fact that most citizen who recommend a lean initiative such s 5S don't take the time to encode it the language of the business. They speak to generalities and the successes of other organizations. They fail to make a legitimate company case for the change. Managers have legitimate questions like:
How will this impact the budget? Is it a legitimate venture chance or just someone else flavor of the month?
How can we minimize the impact on the schedule and still furnish the citizen to plan and implement 5S? Where do the extra citizen come from? Etc.
Many managers plainly do not believe in the effectiveness of lean manufacturing and 5S in particular. Many of the managers I talked with defended poor manufacturing practices they routinely employed in order to keep their productivity numbers high and their bonuses on track.
Failure to identify their survival enforcement to all stake holders
Many managers feel that turn is unnecessary. The company made money before the recession, and the good times will return when it is over. The focus is often on job security rather than employment security, the qoute is, there is a sea turn taking place in the world economy and clubs are facing global competition like never before. Many managers fail to see the turn that has occurred and the threat it brings to their very survival. They prefer to stick their head in the sand rather than address the need for their very survival - after all, the government will bail them out! The fact is jobs (including those of managers) are changing and managers great shift their focus to securing their employment and let the job turn as needed.
One of the key elements of the manager's job was control, which has been modified to contain empowerment. In order to survive and remain employed, managers must give up a portion of their operate to employees by letting them operate more of their work area and work flow. 5S is an prime example of how to effectively empower employees while retaining primary operate over allocation and schedule.
Producing Desired Results
If the plant is operating effectively (and you have properly linked operational portion to financial goals), profitability will follow. The key to making 5S yield the desired results is to link it to the goals and strategic objects of the company. The customary goal for most clubs is to make money by producing a stock or service that meets the needs of its customers. This fact often gets lost in the vision statements and lofty purpose statements of management. The vision should be what your company is going to do in order to meet that goal of making money. The Mission statement is how you will meet it. Typical purpose statements uttered by varied levels of supervision that do not reflect the vision and mission statement merely confuse and divert the attentiveness of the citizen who have to carry out the mission. The clarification to this qoute is the use of strategic mental in order to define the needs of the company agreeing to the stated vision and mission.
The next element in ensuring success, is to refocus the workforce on a new set of measurements and processes that are focused on addition throughput, decreasing inventory and reducing operating costs. This means totally abandoning many of the customary portion like efficiency and finding more to effectiveness instead. This will need analyzing your processes for the value they add to your products or services. In the short-term, this may lead to an growth in non-productive time. Smart managers will take advantage of this slack time to produce great uses of this non-productive time such as training, Total effective Maintenance, team building, and continuous revising activities. proper training and supervision will alllow workers to spend their downtime improving the processes that they work on as well as their workplace. By eliminating wasteful, non-value added activities like overproduction and empowering and training your workforce, your company can enhance their competitiveness and ensure its survival.
Your employees and their supporting staff will need all the tools and techniques of lean manufacturing and 5S practices to sustain, self-audit and continuously enhance the workplace and their jobs. They will need a well concept out and planned schedule that is supported by supervision at all levels. Keep in mind that the most generally missing element is often supervision commitment. If you invest everyone's time and commitment in 5S, and a few individuals fail to utter the standard, the schedule will collapse. supervision must reserve the schedule with policies and procedures that are enforced.
Regular oversight also is required to ensure that the processes are working as intended or changed in a controlled fashion when needed. supervision must not only commit the resources, they must commit their time to get involved. They must lead from the front and have a high visibility in the workplace.
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