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Quality Control Management

Process Implementation Through 5S: Laying the Foundation for by Drew Willis

By Drew Willis

Process Implementation via 5S: Laying the root for Lean explains the best way to enforce standardized paintings and visible controls via Plan–Do–Check–Adjust (PDCA). the writer makes use of PDCA to stipulate the ebook and explains how 5S (Sort, Straighten, Shine, Standardize, and maintain) and Standardization will not be merely foundational elements of the PDCA in your Lean transformation, yet are literally PDCA techniques inside of themselves.

The publication offers a highway map to enforce new tactics. furthermore, it indicates how this comparable implementation strategy can be utilized to shore up latest tactics and enhance upon them. when you stroll via this approach along with your group, you not just may have laid the root for Lean on your association, yet could have laid the basis for PDCA and for construction a military of challenge solvers. this change is what finally will upload worth in your purchaser base and force the company effects you're looking for.

These Lean instruments are usually not an finish to a way, yet quite a way to an finish. the aim isn't really to enforce those instruments, cost off the field, after which movement directly to the subsequent quarter. really, they're instruments designed to have interaction your group and aid your group see difficulties, that you then can remedy. this can be the continual development tradition such a lot corporations and Lean leaders seek.

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Extra resources for Process Implementation Through 5S: Laying the Foundation for Lean

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After documenting the “how” of retrieving a metal cart as “retrieving one from the general area,” I made a notation on the standardized work sheet that metal carts needed a defined location. This also showed that there was wasted movement. The metal carts were not being stored in the employees’ work area, as they had to “go and get one” and bring it to where it was needed. Using reflection, the process discussed in the following chapter, we took the idea of shopping cart lanes at a store to make a defined lane next to the work area, where employees could gather a cart and take it only a few feet to the area where it was needed.

5 Document and Analyze the Processes The overall structure of watching the work and analyzing the work simultaneously might seem confusing. Watch the work—watch all work processes to gain an overall understanding of how everything works together and to identify the different processes. a. Explain why watching the work processes—to build trust and foster employee involvement. b. Ask questions and take notes. Document the steps of each process—the what, how, and why. a. Ask questions and take notes.

You don’t want to stretch your team too thin in implementing the processes. Remember, this process is focusing on standardized work. If you choose an area that has a large number of workers all performing different standardized work, then you will need a large team, or a lot of time with a small team, to implement new processes for all the processes currently being performed. Thus, even when the area consists of people working as a 28 • Process Implementation Through 5S team, number 1 above, depending on your team, you may need to focus on areas within this area where people are working as a smaller subgroup, where their work is similar or one process is dependent on the preceding process.

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