The First Rule of Lean Culture Change September 20, 2012
Posted by Jeff Fuchs in 5S & Visual Management, culture.Tags: 5S, culture
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5S is simplest, most straightforward lean culture tool, according to Rick Bohan at IndustryWeek. Culture change is easy to talk about, but difficult to do. A simple workshop will not do the trick. Follow-up, and a system to follow up making sure 5S is applied correctly and consistently, is a good way to help make sure that a serious attempt at 5S is being made.
Read Bohan’s article and thoughts on culture change here.
5S At Home September 20, 2012
Posted by Jeff Fuchs in 5S & Visual Management, lean, work-life balance.Tags: 5S, 5S & Visual Management, lean, work-life balance
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Tim McMahon, writing at A Lean Journey, shares a video by Paul Akers of applying lean at home. The video highlights, among other things, Aker’s home office and bathroom. He revamps his top desk drawer by using carved-out foam to standardize the locations of his commonly-used tools and writing instruments. David Allway, writing at The Common Sensei, recalls his childhood foundations of 5S, helping to organize his father’s workshop. Allway organized important steps of his life –as a college student, a coach, an athlete, and as a business professional.
Check out McMahon’s thoughts and the nifty video here, and Allway’s excellent post here.
5S First? January 30, 2012
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, Lean Tools & Techniques
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The Old Lean Dude writes about an Australian event heckler, who challenged him on the notion that 5S is a good starting place because it is easy. Bruce initially replied that different starting places were important for different companies. He later spoke with the heckler, saying that explaining TPS is easier when broken down, beginning with 5S. Sometimes, the wrong questions about a company are asked.
Check out the interesting anecdote here.
5S First? January 30, 2012
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, Lean Tools & Techniques
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The Old Lean Dude writes about an Australian event heckler, who challenged him on the notion that 5S is a good starting place because it is easy. Bruce initially replied that different starting places were important for different companies. He later spoke with the heckler, saying that explaining TPS is easier when broken down, beginning with 5S. Sometimes, the wrong questions about a company are asked.
Check out the interesting anecdote here.
Value Stream Wrapping January 30, 2012
Posted by Jeff Fuchs in 5S & Visual Management, A3, Lean Tools & Techniques.Tags: 5S, 5S & Visual Management, Lean Tools & Techniques
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The Old Lean Dude recalls a lesson from a science professor who related to him that observation without sharing has no value. Value stream mapping doesn’t have to be a work of art, but it has to be legible, and it should focus on the subject, not making the map look good.
Read the Old Lean Dude’s post here.
Value Stream Wrapping January 30, 2012
Posted by Jeff Fuchs in 5S & Visual Management, A3, Lean Tools & Techniques.Tags: 5S, 5S & Visual Management, Lean Tools & Techniques
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The Old Lean Dude recalls a lesson from a science professor who related to him that observation without sharing has no value. Value stream mapping doesn’t have to be a work of art, but it has to be legible, and it should focus on the subject, not making the map look good.
Read the Old Lean Dude’s post here.
Building Manager Standard Work December 18, 2011
Posted by Jeff Fuchs in lean, personal productivity, Standard Work.Tags: 5S, lean, personal productivity, standard work
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Jamie Flinchbaugh, writing for IndustryWeek, explains how standardization creates more free time that can be used effectively. He provides a number of helpful suggestions for doing this, including using 5S to handle time, and not spending time standardizing what is obvious or routine.
Read Jamie’s article and his thoughts here.
Building Manager Standard Work December 18, 2011
Posted by Jeff Fuchs in lean, personal productivity, Standard Work.Tags: 5S, lean, personal productivity, standard work
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Jamie Flinchbaugh, writing for IndustryWeek, explains how standardization creates more free time that can be used effectively. He provides a number of helpful suggestions for doing this, including using 5S to handle time, and not spending time standardizing what is obvious or routine.
Read Jamie’s article and his thoughts here.
Mise-en-Place, 5S, and Why Tape Outlines on the Desk are Stupid November 17, 2011
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, 5S & Visual Management, Lean Tools & Techniques
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Dan at TimeBack Management writes about the confusion that can come with implementing 5S. He believes this occurs because emphasis is placed on the visibility of the tool, rather than actually understanding the tool. The issue for offices isn’t where staplers are positioned, but how information is managed.
Read his insightful post on TimeBack Management here.
Mise-en-Place, 5S, and Why Tape Outlines on the Desk are Stupid November 17, 2011
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, 5S & Visual Management, Lean Tools & Techniques
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Dan at TimeBack Management writes about the confusion that can come with implementing 5S. He believes this occurs because emphasis is placed on the visibility of the tool, rather than actually understanding the tool. The issue for offices isn’t where staplers are positioned, but how information is managed.
Read his insightful post on TimeBack Management here.
5 Es-sential Part II February 21, 2011
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, Lean Tools & Techniques
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When looking to understand the agents of change –not the science itself –things get murky, according to the Old Lean Dude. Why? Because then you’re dealing with human actions, such as the willingness to accept chaos, 5S is normally the first measure of effort in lean implementation, and it requires human action. Among the suggestions proposed for successful implementation, treat employees as if they are customers –you’re trying to sell them 5S, after all.
Check out the Old Lean Dude blog post here.
5 Es-sential Part II February 21, 2011
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, Lean Tools & Techniques
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When looking to understand the agents of change –not the science itself –things get murky, according to the Old Lean Dude. Why? Because then you’re dealing with human actions, such as the willingness to accept chaos, 5S is normally the first measure of effort in lean implementation, and it requires human action. Among the suggestions proposed for successful implementation, treat employees as if they are customers –you’re trying to sell them 5S, after all.
Check out the Old Lean Dude blog post here.
Five Es-sential February 21, 2011
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, Lean Tools & Techniques
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The Old Lean Dude wonders why, with so many hundreds of suppliers for 5S-related paraphernalia –from checklists to counseling to videos –do so many companies have such a hard time with workplace organization? The problem, he asserts, is that the focus is on the science rather than the sociology – that TPS success should be seen as 10% tools, and 90% people. Organizations are taken for granted as unorganized, and a blind eye is turned toward this disorganization.
Check out the Old Lean Dude blog post here.
Five Es-sential February 21, 2011
Posted by Jeff Fuchs in 5S & Visual Management, Lean Tools & Techniques.Tags: 5S, Lean Tools & Techniques
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The Old Lean Dude wonders why, with so many hundreds of suppliers for 5S-related paraphernalia –from checklists to counseling to videos –do so many companies have such a hard time with workplace organization? The problem, he asserts, is that the focus is on the science rather than the sociology – that TPS success should be seen as 10% tools, and 90% people. Organizations are taken for granted as unorganized, and a blind eye is turned toward this disorganization.
Check out the Old Lean Dude blog post here.
5S With a Twist – Implementation in Preschool March 23, 2010
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking, Lean Tools & Techniques.Tags: 5S, Lean Thinking, Lean Tools & Techniques
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When his wife sought help in creating a preschool classroom, Kim Galizio decided to 5S the experience. They began by thinking about the value of toys, games, and other odds and ends that would be present in the classroom. Then they thought about how they would set up the room, how it would be cleaned and how they would help encourage the children to clean it; they went over standardized plans for work, such as what the children would paint and what colors they would paint it with; and feeling like they own the room they are in encourages the children to maintain it.
Check out Mr. Galizio’s charming article here.
5S With a Twist – Implementation in Preschool March 23, 2010
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking, Lean Tools & Techniques.Tags: 5S, Lean Thinking, Lean Tools & Techniques
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When his wife sought help in creating a preschool classroom, Kim Galizio decided to 5S the experience. They began by thinking about the value of toys, games, and other odds and ends that would be present in the classroom. Then they thought about how they would set up the room, how it would be cleaned and how they would help encourage the children to clean it; they went over standardized plans for work, such as what the children would paint and what colors they would paint it with; and feeling like they own the room they are in encourages the children to maintain it.
Check out Mr. Galizio’s charming article here.
What’s the ROI of a 5S Program? February 3, 2010
Posted by Jeff Fuchs in 5S & Visual Management.Tags: 5S
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Jon Miller at Gemba Panta Rei was recently asked, “What is the ROI (return on investment) of a 5S program?” There is an ROI to 5S, but it depends on varying factors. Was 5S implemented as part of a larger lean effort or a stand-alone management initiative? The question itself poses problems, because as Mr. Miller points out, it’s a very vague and general question. But when implementing 5S, “the scope and purpose should be clearly defined upfront, and that includes any expected benefits.”
Check out the Gemba Panta Rei article here.
What’s the ROI of a 5S Program? February 3, 2010
Posted by Jeff Fuchs in 5S & Visual Management.Tags: 5S
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Jon Miller at Gemba Panta Rei was recently asked, “What is the ROI (return on investment) of a 5S program?” There is an ROI to 5S, but it depends on varying factors. Was 5S implemented as part of a larger lean effort or a stand-alone management initiative? The question itself poses problems, because as Mr. Miller points out, it’s a very vague and general question. But when implementing 5S, “the scope and purpose should be clearly defined upfront, and that includes any expected benefits.”
Check out the Gemba Panta Rei article here.
5S Still Gives Companies Fits January 19, 2009
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking.Tags: 5S, Lean Thinking
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Jamie Flinchbaugh of the Lean Learning Center answers a question on Bosch Rexroth’s lean page. One on 5S was recently posted in their latest email newsletter. You can read the question and answer on Mark Graban’s LeanBlog page. Most companies start with 5S because it’s simple. It may be simple, but that doesn’t mean it’s easy. In his reply, Flinchbaugh describes one of the most common problems with 5S: 5S that looks good, but functionally doesn’t work. There’s looking pretty, and then there’s a stable, low-waste, visually managed work area that helps identify problems. They are two different things.
Read the post here.
5S Still Gives Companies Fits January 19, 2009
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking.Tags: 5S, Lean Thinking
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Jamie Flinchbaugh of the Lean Learning Center answers a question on Bosch Rexroth’s lean page. One on 5S was recently posted in their latest email newsletter. You can read the question and answer on Mark Graban’s LeanBlog page. Most companies start with 5S because it’s simple. It may be simple, but that doesn’t mean it’s easy. In his reply, Flinchbaugh describes one of the most common problems with 5S: 5S that looks good, but functionally doesn’t work. There’s looking pretty, and then there’s a stable, low-waste, visually managed work area that helps identify problems. They are two different things.
Read the post here.
5S for E-Mail January 11, 2009
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking.Tags: 5S, lean
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In the Lean Blog, Jamie Flinchbaugh of the Lean Learning Center provides advice on how to apply 5S techniques to email. These are simple, effective tips.
See them here.
5S for E-Mail January 11, 2009
Posted by Jeff Fuchs in 5S & Visual Management, Lean Thinking.Tags: 5S, lean
1 comment so far
In the Lean Blog, Jamie Flinchbaugh of the Lean Learning Center provides advice on how to apply 5S techniques to email. These are simple, effective tips.
See them here.
5S for Crash Carts December 8, 2008
Posted by Jeff Fuchs in 5S & Visual Management, healthcare, Lean Thinking.Tags: 5S, healthcare, Lean Thinking
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Looks like hospitals in the U.K. have caught on to what we Lean Thinkers have known for a long time:
- Not being able to find things can have some very undesirable results.
- The reasons why that is often the case is because “we have always done it that way”.
- The fix is to break existing paradigms and apply some solid 5S and visual management techniques.
A design team re-imagined the ubiquitous “crash cart” from the ground up, with eye-pleasing and efficient results that staff seem to appreciate (once they’ve picked up the pieces of their broken paradigms, that is).
Check it out:
Read the article here. Read another blogger’s assessment here. Read a further description on the Lean Blog here.
5S for Crash Carts December 8, 2008
Posted by Jeff Fuchs in 5S & Visual Management, healthcare, Lean Thinking.Tags: 5S, healthcare, Lean Thinking
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Looks like hospitals in the U.K. have caught on to what we Lean Thinkers have known for a long time:
- Not being able to find things can have some very undesirable results.
- The reasons why that is often the case is because “we have always done it that way”.
- The fix is to break existing paradigms and apply some solid 5S and visual management techniques.
A design team re-imagined the ubiquitous “crash cart” from the ground up, with eye-pleasing and efficient results that staff seem to appreciate (once they’ve picked up the pieces of their broken paradigms, that is).
Check it out:
Read the article here. Read another blogger’s assessment here. Read a further description on the Lean Blog here.
WSJ Article on 5S Misses the Point November 7, 2008
Posted by Jeff Fuchs in lean office.Tags: 5S, lean office
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The October 27th issue of the Wall Street Journal ran an article – front page below the fold – on 5S. Now normally, I’d be overjoyed that lean gets front page treatment in the mainstream press. Unfortunately, the article was about as poorly researched as they come.
The article describes 5S at Kyocera, and highlights outlining and labeling, the elimination of clutter, how management communicates 5S to get compliance, and area inspections. I read the article twice and could not find the word “waste”, a single principle of lean, the involvement of workers in the area, or the business results of Kyocera’s draconian, top-driven approach.
The WSJ goes on to describe a 2002 application of 5S at Virginia Mason Medical Center in Seattle. It states:
Employees created new places for everything to eliminate the need to hunt for things. But doctors and nurses in Mr. Boze’s pod kept hanging the stethoscope in its old place on a hook, instead of putting it in the drawer marked “stethoscope.” “Eventually,” says Mr. Boze, “we had to remove the hook.”
Hello? Hey, who says the spot the employees created was the best location for the stethoscope? Why are you hiding a common instrument in a drawer instead of out in the open where it can be visually managed?
You can read the whole article here at: http://online.wsj.com/article/SB122505999892670159.html?mod=todays_us_page_one
I watched the letters section for a few days afterwards, expecting Jim Womack to swoop in and unleash a scathing rebuke. But alas, no Lords of Lean stepped up to set readers straight. And I let a golden opportunity pass by.
Hey, WSJ. I’m watching you.
