Table of ContentsChapter 1: 6 S Workplace Organization – Building the Foundation for Continuous ImprovementChapter 2: Role in Lean and Quality. Applications and BenefitsChapter 3: 6 Steps to SuccessChapter 4: Roadmap for Implementation. Visual WorkplaceChapter 5: The Key Success Factors to 6 S Excellence. Tips. Types of Resistance

CONTINUOUS IMPROVEMENT TOOLS – 6 S WORKPLACE ORGANIZATION

A CLEAN, UNCLUTTERED AND SAFE WORKPLACE

BY KRASIMIR KIROV, CSCP, CLSSBB, CS&OP

Text Copyright © 2015 by Krasimir Kirov

All Rights Reserved

No parts of this book may be reproduced in any form without the permission in writing from the author.

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The author of this book has tried to present the most accurate and credible information to his knowledge at the time of writing. This book is intended for information purposes only.

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Table of ContentsIntroduction

Chapter 1: 6 S Workplace Organization – Building the Foundation for Continuous Improvement

Chapter 2: Role in Lean and Quality – Applications and Benefits

Applications

Benefits

Chapter 3: 6 Steps to Success

Sort - Get Rid of What’s not Needed

Set in Order or Straighten - Organize What Belongs

Shine - Clean Up, See and Solve Problems

Standardize - Assign Tasks and Manage Visually

Sustain - Keep it up (AUDIT AND INSIST)

Safety - Make the Workplace Safer

Chapter 4: Roadmap for Implementation. Visual Workplace

The 6 S Implementation Plan

Visual Factory

Chapter 5: The Key Success Factors to 6 S Excellence. Tips. Types of Resistance.

Key success factors

Implementation Tips

Types of Resistance

Conclusion

About the Author

More Books By The Author

 

Dedication

To my wife and son for their love and support

IntroductionThe goal of this short e-book is to provide a brief practical outline of 5 S in the

workplace (aka 6 S housekeeping with Safety added) that actually works in the real world, written by practitioners for practitioners. The purpose of this book is to bring together fundamental and cutting-edge 6 S Methodology and Implementation concepts into a short single text. It is suitable for a broad audience that includes business owners, managers at various levels and personnel working on a development and implementation of continuous improvement projects.

5 S has its origins from Japan. It focuses on organizing the workplace effectively and standardizing work procedures. 5 S simplifies processes and reduces waste and NVA (non-value added activities) while improving quality, efficiency and safety. Safety is included as a 6th S from some companies recently.

I’ve implemented in the book my extended experience with 6 S management and workplace safety, gained in various industries – both production and transactional organizations. I hopefully have accomplished development in a short overview of both learning and reference for the employees in any company, within any industry, who want to broaden their scope of knowledge and want to use 6 S to maintain their workplace in a clean, orderly, and safe manner. The information can be used for both production and transactional environments, so I use interchangeably work area, office, warehouse, factory and workplace.

So, as you read and use the information in this book, I hope that you’ll find your way to use this fantastic and essential tool.

Chapter 1: 6 S Workplace Organization – Building the Foundation for Continuous Improvement

6 S is one of the most widely adopted techniques from the lean manufacturing toolbox. Along with Standard Work and Total Productive Maintenance, 6 S is considered a "foundational" lean concept, as it establishes the operational stability required for making and sustaining continuous improvements. The primary objective of the tool is to create a clean, orderly environment - an environment where there is a place for everything and everything is in its place. Beyond this, any company begins their lean transformation with 6 S because it exposes some of the most visible examples of waste. It also helps establish the framework and discipline required to successfully pursue other continuous improvement initiatives.

6 S Workplace Organization is a process for creating and maintaining an organized, clean, and high performance workplace, which serves as a foundation for continuous improvement activities. 6 S needs to be performed in the correct order. You must give individuals responsibility for each task in their work areas within the office, warehouse or factory.

Figure 1: 6 S Process

The first step (Sort or Clear Out) focuses on removing any unnecessary items from the work area. This can include damaged goods, defective equipment, unneeded tools or everything that stands still within the area and is not used. Items marked for disposal can be separated and put into a designated place (holding area) until a decision is made for their future.

The second step (Straighten or Configure) focuses on effective and efficient placement of the items/tools which will be used. This might include labeling and putting frequently used items in accessible locations in order to reduce the amount of time to find and take them.

The third step (Shine or Clean) comes after you have removed from the area unnecessary items and have put in order remaining tools. You should create a timetable and procedure for cleaning the area. Staff will take pride in a neat and tidy work area, they work much better, and from my experience a clean warehouse, office or shop floor is more efficient.

The fourth step (Standardize or Conform) is about creating standards (or standard operating procedures) for each work area. You should go through each process with the

responsible employees and create, develop and display procedures and practices within the work areas. Procedures should be simple and easy to understand. A good practice should include more images and schemes than text in procedures, and put them on the walls so that people see and follow them.

The fifth step (Sustain or Continually Improve) ensures sustainability and continuous improvement of the 6 S tool and procedures. Employees are encouraged to maintain and improve the implemented practices. Regular spot checks and audits should be conducted with rewards for high performance.

The sixth step (Safety) has been introduced recently by companies, which actually is at the heart of the process and an integral part of each one of the steps. Safety should be considered within the previous steps, having it spelled out as an additional important step gives safety additional importance and focus. This focus can ensure that we do not otherwise overlook potentially hazardous situations which may have escaped our initial look whilst in the grip of the excitement of implementing changes that have made our workplace more efficient and easier to operate.

Remember that this methodology should be developed and applied to all areas within the company – administrative, offices, production, warehouses, etc.

In the next chapter, I’m going to point out the role of this tool in Lean and Quality, as well as the applications and benefits from 6 S methodology and implementation.

Chapter 2: Role in Lean and Quality – Applications and Benefits6 S simplifies processes and reduces waste and NVA (non-value added activities)

while improving quality, efficiency and safety. The tool is also effective in getting employees involved in the improvement process and owning their area of work, taking pride in how it looks and performs.  Factories that have mastered the 6 S’s are growing factories. They experience results such as:

•A reduction in waste pertaining to defects, movement, waiting, and transportation leads to fewer expenses and the time between the initiation and completion of processes.

•Less equipment malfunctions which leads to equipment being used more efficiently.

•Fewer delays that allow a higher fill rate and prompt deliveries.

•Reduces flaws in work which leads to lower costs due to less rework.

•Due to fewer flaws in the work, customers have a higher satisfaction rate and have fewer complaints.

•Better safety equates to fewer injuries at work and lower costs with absenteeism.

•Shift changes take less time and result and less downtime.

•Employee morale is boosted due to a cleaner work environment.

•These improvements will boost shareholder satisfaction rates and improve the company’s profitability, salaries, and increase jobs.

Applications

Application #1: Zero Waste Bringing Lower Costs and Higher Capacity•Wipe-out “stand-by waste” in WIP inventory and finished products inventory.

•Cut down on “stand-by waste” due to conveyance equipment sluggishness (such as pallets, carts, forklifts).

•Reduce the waste that comes from using too much space and equipment.

•Eliminate motions that are inefficient during searching, sidestepping, and so on.

•Cut out steps that provide no value such as picking up or putting down, counting, and carrying.

Application #2: Zero Injuries Bringing Improved SafetyWhen equipment is kept clean and running smoothly, you can spot mechanical failures as well as hazards almost immediately.

•Make sure that everything has a home in the workplace and be sure that aisles and rest areas are kept organized.

•Items should be in an area that will keep them and employees safe such as an area that will prevent breakage.

•Emergency exits and equipment should be labeled in a manner that makes them easy to access in case of an emergency situation.

Application #3: Zero Breakdowns Bringing Better Maintenance•Maintaining equipment will lead to less waste buildup and dust which can cause equipment breakdowns and high downtimes, as well as a short lifespan for equipment.

•Put plans in place to eliminate equipment waste and keep the workplace clean in order to make it effortless to see equipment failures.

•Maintain and check the equipment daily to eliminate breakdowns.

Application #4: Zero Defects Bringing Higher Quality•When the shop is messy, it’s harder to spot imperfections.

•Be sure that everything has a place to go and put it in its place when you’re finished with it. This lessens part and tool usage mistakes.

•Employees are more aware of how they’re working and what they’re making when the workplace is well-maintained.

•Keep inspection tools and measuring equipment maintained properly and stored properly in order to ensure defects do not occur.

Application #5: Zero Changeovers Bringing Product Diversification•The time spent searching for tools, dies, and jigs can be eradicated via proper arrangement.

•Having equipment clean and neat boosts operational efficiency.

•Utilizing the 6 S’s allows observers to comprehend the organization because it will be simplistic and transparent.

•Do not use non-specified jigs in order for convenience.

Application #6: Zero Delays Bringing Reliable Deliveries•When defects are gone, deliveries go out on time!

•Employees and employers must have an excellent work environment in order to have a smooth operation.

•6 S’s workshops report lower absenteeism rates.

•Operational efficiency is higher in waste-free workshops.

Application #7: Zero Complaints Bringing Greater Confidence and Trust•Goods that derive from a tidy workshop do not harbor defects.

•Products and goods that are made in a tidy environment cost less.

•Delivery times for goods that come from an efficient, tidy workshop are always prompt.

•Goods and products made in a tidy environment are safe.

Application #8: Zero Red Ink Bringing Corporate Growth•People who work in 5S workplaces earn more respect and trust in their community.

•Customers feel better about their purchases when they know their goods or products are made at a manufacturing company that has eliminated accidents, waste, defects, and breakdowns.

Benefits6 S produces measurable benefits. One of the most reliable ways is to track what is

happening in the company, such as taking note of the amount of time it took to find an item in the workplace before the method was implemented and then tracking the amount of time it took to find the same object when the 6 S method was utilized. In the long run, a company can track the benefits of the 6 S method by looking at the amount of accident reports. They’ll find that accidents in the workplace are less and they don’t have to spend as much time on training employees. Training employees in a workplace that is tidy, safe, and organized is much easier and quicker. An excellent way to measure the benefits of 6 S is to take photographs of the workplace before and after implementing the method. You can see how the method has brought order and a better appearance to the workplace. Concrete measurements are a complement to the pictures, fueling the momentum needed to sustain6 S.

Target Outcomes and Benefits•Cutback on activities that do not add value to the company.

•Scale down on supplier and employee mistakes.

•Decrease the amount of time it takes to orient and train an employee.

•Cutback on the amount of time it takes to find a tool, part, or supply.

•Scale back on the parts being stored unnecessarily in inventory and simultaneously cut back on inventory carrying costs.

•Eliminate employee motion and movement of goods.

•Enhance shop floor utilization.

•Boost morale and safety of employees.

•Boost product quality.

•Extend equipment life through more frequent cleaning and inspection.

Chapter 3: 6 Steps to Success

Sort - Get Rid of What’s not NeededThe act of sorting is to get rid of anything that is nonessential such as tools,

materials, etc. Items that are not needed can be stored off site or thrown away. By doing this, you are creating fewer hazards and eliminating clutter. Your goal is to reduce or get rid of nonessential items from the workplace. Items are ‘red tagged’ and placed into a designated red tag area for a period of five days. If the work group decides they do not need the item, then it’s moved to a central red tag area. This is where employees and management can sift through the red tagged items and see if they really need any of them.

If the items have been in the central red tag zone for an agreed upon amount of time, the company should get rid of them via a sale, donation, recycling or trash. Establish red tag criteria in order to prevent confusion among the workers and reduce wasted efforts. Your teams should talk about and create guidelines that declare what should stay and what should go. The frequency of use is the essential red tag criteria. A team may ask the following questions:

•What is this?

•When was it last used?

•Does the department really need it?

•If it’s inventory, is this the minimum amount needed to keep pace with the production schedule?

In order to implement S 1-Sort, there are action steps that need to be taken in order to guarantee success:

•Select a 6 S application area and take “before” pictures.

•Go over the sorting criteria – you should use the following: use, necessity, and quantity needed for optimal production.

•Designate a ‘red tag’ area – set aside an area or corner for use as the local red rag area.

•Tag, record, and move items into the red tag area and keep records to allow the company to track their assets.

•Take “after” pictures of the decluttered work area and red tag area.

•Be sure to move items that are not claimed within a specific amount of time to the central red tag area.

Figure 2: Red Tag Example

Set in Order or Straighten - Organize What Belongs

Planning PhaseS 2, Set in Order, refers to the team members

coming together and sharing their knowledge they’ve obtained during the S 1 phase. They go over improvement opportunities they could make in the work area and look at how they can lessen sources of waste and mistakes as well as make the workplace more visually instructive. The team should brainstorm solutions with an emphasis on using visual resources in order to achieve their improvements. Obtain feedback and approval from stakeholders such as production employees, maintenance, safety, and management before decisions to change are made.

Use the focus points below to guide efforts to redesign the workplace for improved performance.

Facilities/equipment/tools: Focus is on organizing and labeling facilities and equipment.

•Use labels in order to recognize utility pipes, compressed air hoses, conduits, electrical systems, gas cylinders, etc.

•Keep tools for operators near the equipment they’re used on and keep them labeled and organized.

•Mark gauges and indicators on machines in order to spot irregularities quickly.

Safety: Focus is on alerting people to potentially hazardous situations and controlling actions to prevent an unsafe condition.

•Make available warnings for hazards and instructions to operate safely where they’re needed.

•Mark areas where employees can receive first aid, lockout/tag-out devices, eyewashes, and safety showers.

•Make sure safety equipment such as safety glasses and goggles are easily accessible and ready to use.

Procedures: Focus is on employee’s ability to execute job responsibilities within a given workplace.

•Be sure to post the latest version of work directives and job aids.

•Keep visual and auditory signals that alert employees to strange conditions employed.

•Use safety devices in order to avert human and machine error.

Quality: Focus is on graphically or physically representing quality standards.

•The standards for quality should be visually displayed where they’re accessible.

•Display examples of acceptable and unacceptable yields in common areas.

•Exhibition visually quality performance trends.

Inventory/Material Handling: Focus is on effective identification of production and MRO materials, storeroom organization, and material movement. Clearly mark:

•Line side inventories (inventory type, max/min quantity, location, etc.).

•Storage rooms (shelf labels, rack and bin labels, restocking pointers, barcoding, etc.)

•Inventory distribution courses and replenishment actions.

Implementation PhaseThis phase, the implementation phase, contains creating features in the workplace

that make it understandable that there are places for everything and that create a visual signal to help employees succeed. It centers on the need for arranging equipment and tools where they will encourage an optimal workflow. By assigning an area for every item, the employees are able to take control of their operations. They will clearly see when something is not in its place or if they need materials, supplies, or tools.

In order to successfully implement S 2, there are common actions that need to be performed.

•Create a border around equipment and objects resting on the floor because this will identify where the equipment is located and warns people not to get too close if they’re passing by.

•Come up with an address system that pinpoints different plant locations, storage areas, and shelf locations.

•Create a label for each tool, fixture, jig, etc. for an easy way to pinpoint where that object belongs.

•If possible, implement a system that uses graphics in order to create recognition. Employees are able to implement this aspect of S 2 by matching parts to their images above storage locations or a shadow profile on a tool board.

The steps in S 2 – Set in Order: Implementation Phase includes:

•Take “before” pictures. You’ll want to capture the past before you travel toward the future.

•Implement workplace changes via involving company personnel that are needed such as skilled trades, engineering, plant maintenance, quality control, etc.

•Discuss aspects of setting locations using labels, markings, and color coding with maintenance professional.

•Take “after” pictures. Take lots of pictures – they memorialize your success and serve as a valuable company record.

Figure 3: Tool Board

Shine - Clean Up, See and Solve Problems

The Shine Step or S 3 is about straightening and maintaining cleanliness as well as preventing it from becoming cluttered and dirty again. Shine by evacuating dirt, dust, fluids and other debris from the workspaces. Equip your team members with cleaning supplies that are known to be safe on the equipment they will be using it on. Have teams that clean the equipment, work surfaces, desks, tools, floors, storage areas, lighting and anything else that will affect overall cleanliness. In addition, a team can paint or coat work surfaces, walls, equipment and floors.

Use cleaning as an opportunity to inspect equipment and find abnormal or pre-failure conditions. By working in a clean environment, an employee is able to see small malfunctions in equipment much quicker such as leaks, vibrations, breakages, and misalignments. The Shine process is not just for a special janitorial crew. It’s for all employees who should work in teams in order to create a regular routine to clean lightly and give the place a deep clean, too.

When the work area, tools, and equipment are clean, be sure to keep them in that condition. Continuous cleaning is a good way to keep the work area clean, but preventing things from getting dirty in the first place is a better solution. Find ways to keep the workplace clean. You can do this by eliminating sources of contamination, using root cause analysis, mistake-proofing, and preventative measures.

When you keep your equipment clean, it performs efficiently and has less unscheduled downtime, which lowers the cost to the company. Organizations have reported that productivity and safety improve when regular maintenance and cleaning schedules are the norm.

Follow these action steps to guarantee success.

•Define clean – employees have differing opinions of clean and you should find a happy medium that everyone is able to agree upon.

•Stock cleaning supplies – and make sure that they’re specific to the equipment they’re cleaning in order to avoid harm to the equipment or employees. Some supplies can be harmful to metals while others are harmful to photo cells or tooling.

•Take ‘before’ pictures – this will help keep management and employees on the shop floor motivated when it comes to cleaning.

•Clean the work area – be sure to distribute the workload amongst the employees.

•Get rid of imperfections via cleaning and inspection activities.

•Take ‘after’ pictures – these are also very motivating and should demonstrate the company’s efforts and results.

Standardize - Assign Tasks and Manage VisuallyThis phase is about the team identifying methods to create an improved workplace

standard through practices. The goal is to implement a best practice standard and encourage each team member to use these practices in the same fashion. In order for this to happen, roles and accountabilities must be dependably and plainly applied. This is accomplishable via visual controls involving color coding, checklists, flow charts, and labeling.

In order for this to work, managers and supervisors have to commit to the initiative in order to deliver leadership and support to their team. In addition, team members have to embrace the 6 S principles and practices in order to help implement these changes in their work place.

As 6 S standards are utilized and accepted by individual work areas, these locales will improve and build unique approaches and methods to accomplish their specified responsibilities and objectives. Any employee who is in a specialized area must receive training and education in that approach and method of work. Wherever it’s possible, the tools utilized to systematize and sustain the S 6 effort should be the same through the plant.

Action steps for implementing S4 – Standardize include:

•Brainstorm ideas for making the 6 S changes standard operating procedure. That may mean updating workplace procedures, checklists, job aids, diagrams and the like.

•Update documentation to reflect the changes. If your company has an ISO Specialist, get the person involved to assure compliance with ISO requirements.

•Make sure all stakeholders are aware of the new standard – inform and educate.

Figure 4: Standardize

Sustain - Keep it up (AUDIT AND INSIST)

S 5 or Sustain is meant to maintain the momentum created by the initial event or project. A management auditing procedure should be implemented to ensure employees understand the maintenance of the level of workplace organization is top priority. These audits need to make sure that the routines and schedules discussed earlier are being properly maintained. In addition, the audit creates an opportunity to ask questions and provide suggestions to stimulate further improvements.

Next, the 6 S effort needs to be expanded to other work areas. Allow collaboration between different employees from other work areas and the original 6 S team so that they may share ideas and experiences. Reward team members publically and post success stories. 6 S displays, newsletters, and awards are a great way to build employee motivation and morale.

Finally, remember that 6 S is an on-going journey reminds workers that they should continue to make improvements on a regular basis. You can schedule and event six months to a year later in order to do a follow-up. Continuous improvement should become a routine part of the work day. If improvement stops, then the workplace is more likely to stagnate and even revert. In order to avoid this, employees should be encouraged to continuously improve their working conditions.

Action steps for implementing S 5 – Sustain:

•Be sure to audit to make sure the processes are being maintained.

•Use the original S 6 work area and team to demonstrate how employees can improve their work areas.

•Use media outlets such as newsletters, displays and communication tools to publicize when there has been a success and reward these strong efforts with recognition.

•Evaluate the 6 S efficiency and strive to improve. Conduct regular meetings in order to review and identify addition opportunities with 6 S.

Figure 5: 6 S Board

Safety - Make the Workplace SaferExpanding employee awareness in all activities is the focus of this final step. With

the elimination of accidents and injuries by using accident prevention and identifying and eliminating hazards, zero accidents and injuries will be attained. Expanding the scope of the 6 S to include EHS concerns can help your company to:

•Lower the risk of paint, solvent, and other chemicals expiring before their use.

•Lower the risk of defects so that less energy and materials are wasted.

•Evade productivity losses from injuries and occupational health hazards via clean and accident-free work areas.

•Meet or exceed your company’s environmental performance and waste reduction goals.

•Accomplish or raise the bar for your company’s impact on the environment and their waste reduction goals.

Implementing Safety

•Identify potential risk.

•Develop plan to eliminate defects (risk).

•Make it structured and convey the message to all.

•Give recognition where it is due.

Chapter 4: Roadmap for Implementation. Visual Workplace

Figure 6: 6 S Implementation Process

The 6 S

Implementation Plan

Step 1. Establish a 6 S Implementation OrganizationThe 6 S implementation team is formed in order to provide on-site education,

‘discipline’ training, standardization, guidance in 6 S techniques, and provision of 6 S tools. The 6 S leaders are site managers and lead the implementation team. The 6 S audit team continually documents and suggests corrective measures when conditions have started to slip. The 6 5S action team consists of the workshop leaders and ordinary employees, and is responsible for the details of the implementation. The team members study 6 S theory and put it into practice as they make 6 S oriented improvements.

Step 2.  Establish a 6 S Implementation PlanThe main purpose of the 6 S campaign is about demonstrating the enthusiasm and

commitment of 6 S leaders, not so much about the announcement of the beginning of initiatives. These leaders should discuss the organizations conditions, future goals, and the plan to use the 6 S visual workplace initiative in order to create a foundation for achieving said goals.

Step 3. Create 6 S Campaign Materials6 S Campaign Materials could include face-to-face meetings, newsletters, slogans,

boards, posters, banners, badges, news, photo exhibits of before and after, etc.

Step 4. In-House Education6 S Visual Workplace education materials could include training classes, single-point

6 S lessons, on-the-job training, posters, in-house bulletins, news, videos, books, etc. Education should be continuous and should take place primarily at the working area, where the 6 S program is going to be implemented.

When these 4 steps are done, next you should start the real 6 S process by following the steps from the previous chapter. The ultimate goal is visibility or Visual Workplace.

Visual FactoryAll factories are full of problems. The difference between the good factories and the

bad ones lies in whether or not they recognize the problems as such and do something to solve them. To put it differently, the good factories have discovered a “trick” that enables them to recognize various problems as they occur. The “trick” enables anyone to recognize various types of waste, problems, and abnormalities, whether they are in the warehouse, factory equipment, or production operations. The trick is called “visual control.” While the 6 S’s stand as the foundation for improvement, the “visual 6 S’s” are what the 6 S’s must become in order to be preserved.

Visual Proper ArrangementAlmost all factories contain more stuff than they need for current production

purposes. There are many materials, parts, and even numerous machines, jigs, and other equipment that are not currently needed. There is so much superfluous stuff, in fact, that it tends to obstruct production activities, lower efficiency, and create waste. Once everyone decides to get rid of all this useless stuff, they are still not able to do anything until they learn how to tell what is actually needed from what is not. This is where the red tag strategy comes in. Red tag teams know how to make this distinction. They inspect the factory and attach red tags to all items they deem unnecessary. This enables anyone to see what must be disposed.

The red tag strategy is an effective means of turning the first “S” (Sort) into the first visible “S.”

Visual OrderlinessIf proper arrangement has been implemented thoroughly, there should be nothing

left in the factory that is not needed for current production. Now is the time to start asking “Where?” ,“What?” and “How many?” questions that will lead us toward an orderly arrangement of these necessary items. To make all this organization planning more visible, we should use the signboard strategy. All the various types of signboards, such as “standing signboards” and “display signboards,” serve the same important purpose: to make the establishment and maintenance of orderliness more visible.

Other handy tools for making orderliness more visible include color coding of items to make different types of items easier to spot at a glance, and outlining jigs and tools in their correct positions so that they can be easily returned to exactly the right place.

Visual CleanlinessCleanliness refers mainly to the daily cleaning tasks that should go hand in hand

with basic daily maintenance tasks.

Visual DisciplineOne cannot tell simply by looking at the workers whether or not discipline is in

force. This is because discipline has its source deep in the hearts and minds of the workers, and thus is not so obvious to the casual observer. However, there are certain types of behavior that we can expect if discipline is truly there. Therefore, we should look at the

workers’ actions and the results those actions bring to determine whether or not discipline is being maintained.

In other words, how well the workshop has done with the other S’s is itself a good gauge for determining how well discipline has been established. This means we can put the five-point check for cleanliness and other forms to work for us as tools for evaluating discipline. Since discipline is a mental and spiritual phenomenon, we cannot be too critical of workers who have not yet managed to develop it. As in the oriental martial arts, we first have to practice the forms and, while doing that, we gradually develop the psychological and technical aspects of the art.

Chapter 5: The Key Success Factors to 6 S Excellence. Tips. Types of Resistance.

Key success factors•Have an Implementation & Communication Plan.

•Leadership – Start at the top and be sure to lead by example.

•Employee Involvement and Enablement – Make available the appropriate training, assign the 6 S leaders, and set forth a 6 S action and audit team.

•Focus – Establish 6 S focus areas with employee ownership.

•No Scared Cows – 6 S does not only include the production floor but the shipping, receiving, warehouses, and offices.

•Organize & Beautify – Paint is an inexpensive and terrific tool for supporting any 6 S implementation.

•Accountability – Hold leaders and teams accountable to the established work are requirements (discipline).

•Evaluate & Improve – Perform weekly6 S audits with owners in each focus area. Measure progress and post scores.

After the big push to establish 6 S workshops, we may succeed in getting rid of unneeded items, setting up clearly defined places for keeping things, and cleaning floors and machines until they shine. But all this means nothing unless we also establish a system for maintaining all of these 6 S improvements. This is why we should be sure to organize a “6 S Promotion Team” that will be responsible for the maintenance and further improvement of 6 S conditions in the factory. The following are eight main points that can serve as keys to success in establishing and maintaining 6 S workshops.

Key #1: Get everyone involvedThe 6 S’s should not be the responsibility of a concerned few. Everyone has to insert

themselves into the act. All levels of management, including factory management, should take part in the decision-making process. Carry out 6 S activities as part of the factory’s small group activities.

Key #2: Get company authorization6 S activities should not be performed in secret nor disguised as overtime. Approval

from management for all 6 S activities is imperative. Be open about it and create signs and posters that explain the process to everyone, including employees. Have a monthly meeting where the company and factory managers are able to discuss 6 S problems and themes.

Key #3: Final responsibility rests with the GMEmployees will not take this process seriously until they see the company’s

president and management taking a personal role in the implementation of the process. The failure to do this will bring about the failure of the process. Company managers have to take a prominent role in all aspects of the company.

Key #4: Make yourselves understoodIf people have questions, answer them. Don’t leave people wondering what the red

tags are for or what the designated areas are for. Be clear about what you’re doing and hold meetings to address questions and concerns. If there are doubts, show them success stories or take them on a tour of a workshop where this has been implemented already.

Key #5: The president should inspect the factory personallyThe owner of the company should be involved in the inspection of the factories and

pointing out the positive and negative conditions. He or she should be present and pointing out specific areas of improvement and proposing solutions at 6 S meetings.

Key #6: Don’t stop halfway in establishing the 6 S’sDon’t stop halfway through the process and expect it to work out. Keep promoting

the method and stick with it once it’s been established. Keep everyone involved when developing the red tags and signboards. When the foundation has been established, develop ‘discipline’ habits to keep that foundation strong.

Key #7: The 6 S’s are a bridge toward other improvementsDon’t stop with this method! Try to get as close to zero defects as possible and

utilize other improvement activities. Start putting castors on machines to make them mobile and eliminate known defects as close to their source as you can to create flow production.

Implementation Tips

Sort•Keep employees and managers notified when red tagging is going to happen and go overboard on the communication.

•Anything not used weekly should be removed from the core work area.

•Cut out waste by cutting back on inventory, equipment and space.

•Have the local work groups’ approval when you’re going to remove something because if you’re too hasty, you’ll jeopardize the entire method. Try to be persuasive only when needed, such as when something is clearly not used frequently enough.

Set in orderPlanning Phase

•Create your ideas on a flipchart or on paper in order to foster understanding and evaluation.

•Cellular workflow has many benefits. Consider it if the workplace is not currently organized that way.

•Go back to the workplace in order to see if the proposed changes are valid.

•Include the employees and management in the change process.

•Don’t be insensitive to concerns and reservations because they know the area better than you.

•Measure the influence of the modifications.

Implementation Phase

•Do not choose your locations hastily. Make maps and consider alternatives before you choose a location.

•Don’t just listen to the stakeholders of the work environment. Engage people such as mechanics, electricians and janitors for help.

•Don’t ignore the interests of the mechanics, electricians, and technical contractors as they’re stakeholders, too.

Shine•Identify target areas for cleaning.

•Do this process in waves such as addressing the largest problems during the first pass and the medium sized ones in the second, and so on and so forth.

•Don’t just clean. Inspect as you’re cleaning.

•Now that the dirt is gone, paint the area in order to give it a new appeal and protect it.

•Record any recommendations or ideas as you’re cleaning rather than waiting to come up with all of them in the standardize phase.

•Include everything in this process such as desks, chairs, transportation vehicles, walls, windows, and the nooks and crannies of the business.

Standardize•Take ideas from others who have used this process and collaborate with them to figure out some common approaches and visual aids.

•Find the people in your company who are great at graphics and use their strong computer skills in order to create visual aids. Give them a rough idea of what you want from a technical manual or catalog.

•If your company is an ISO company, be sure to involve your ISO coordinator to assure compliance with ISO requirements for postings and documentation.

•Be sure to have standards for all marking techniques because this could cause problems in the future if you don’t.

Sustain•Create a calendar in order to stick with activities and make this part of the company’s operating discipline.

•Don’t forget about involving the employees in the upkeep of the 6 S improvements and have them help with evaluating areas both inside and outside of their workshop.

•Create a resource center for the 6 S supplies such as red tags, colored markers, and other supplies in order to foster continuous improvement.

•Implement someone to be the active management champion and support all the managers involved in the program to ensure 6 S success.

Types of ResistanceHere I have given possible questions you may be asked by people who are reluctant

and doubt the success and necessity of the 6 S program. Below each question you can find an appropriate reply.

“What’s so great about Organization (Sort) and Orderliness (Set-in-Order)?”

Response: The resolve of a 6 S Visual Workplace initiative is to develop, implement, and maintain an effective and efficient workplace.

“You want us, the Operations and Service Managers, to be 6 S Leaders?”

Response: The development, implementation, and maintenance of an effective and efficient workplace are management responsibility. A 6 S Visual Workplace initiative requires leadership and leadership involvement.

“Why clean up when it will soon get dirty again?

Response: When management and employees are indifferent to making and maintaining improvements, it is no surprise that defect rate remains high and productivity low.

“Implementing Organization (Sort) and Orderliness (Set-in-Order) will not boost output.”

Response: Being busy does not mean being productive. Everyone must learn the important difference between “moving” and “working”.

“Why concern ourselves with such trivial matter?”

Response: Managers who fail to promote an effective, efficient and safe workplace end up not only with a sloppy and undisciplined work force, but also with higher costs and higher defects.

“We already implemented them.”

Response: Some managers believe that rearranging things a little and putting them into neat rows is all there is to it. Such orderliness only scratches the surface of what the 6 S’s are all about, as this training program will show.

“I know my filing system’s a mess, but I know my way around it.”

Response: The first step in standardizing clerical operations is to open up private messes so that books, files, and paper work is easily accessible to anyone who needs them when they need them.

“6 S improvement stuff is just for the factory.”

Response: The purpose of a 6 S Visual Workplace initiative is to develop, implement, and maintain effective and efficient work processes. This is and must be a companywide initiative.

“We are too busy to spend time on Organization (Sort) and Orderliness (Set-in-Order).”

Response: “Are you also too busy to take a shower and brush your teeth?”

Developing, implementing, and maintaining effective and efficient work processes is not an option, it is a necessity in today’s competitive business environment.

ConclusionThere is a curious thought that says, “Good workshops develop beginning with the 6

S’s. Bad workshops fall apart beginning with the 6 S’s.” The first part refers to the thorough implementation of the 6 S’s that we need in order to lay the groundwork for subsequent improvements. The 6 S’s are our foundation blocks, upon which we can lay flow production, visual control, standard operations, and various other continuous improvement building blocks. All of this long, hard block-laying will in a few years turn the factory/company into a close approximation of the excellent production system. On the other hand, it only takes a moment for a workshop to begin falling apart. This process also begins with the 6 S foundation block, even though all those other blocks have been placed on top. Like a skyscraper whose bottom floor is suddenly demolished, the proud business system can also be destroyed from the bottom up.

6 S is a method of creating safe, efficient and effective working environments. It is a structured process that can be followed, repeated and sustained in the long term. It is a way to quickly and clearly demonstrate an indication of status, either to standard or not to standard. Poor 6 S is an indication that the Leadership within the area is somewhat lacking. If a Leader can walk past a simple 6 S challenge, and not do so, a deeper investigation must be made into how any other “not to standard” issues are being managed.

The purpose of a 6 S Visual Workplace initiative is to engage the entire organization in the design, implementation and maintenance of effective, efficient and safe work areas and work processes.

About the AuthorKrasimir Kirov holds a Master Degree in Industrial Management, and is Certified

Supply Chain Professional (CSCP) and member of APICS (Association for Supply Chain and Operations Management). He is Certified Lean Six Sigma Black Belt by Acuity Institute and Certified in Sales and Operations Planning by S&OP Institute.

Krasimir has 10+ years of experience gained in various sector – manufacturing, logistics, operations, and services. Krasimir’s broad professional experience includes work on many continuous improvement projects focused on business excellence within the companies he has worked for. In addition, he has designed and taught multiple training courses on leadership and management, operational excellence, continuous improvement, warehousing and inventory, product/services delivery, and sales and operations planning and execution. Since last year, he decided to dedicate his time on business excellence consulting services, writing books, and designing and teaching courses in the fields of logistics, management, and continuous improvement methodologies.

More Books By The AuthorContinuous Improvement Tools – Value Stream Mapping: Learning to Add Value and Eliminate Waste

Poka Yoke and Quality at the Source: Mistake Proofing Your Processes

Standardized Work and Standard Operating Procedures: A Solid Base for Continuous Improvement

Quality Management Systems: Building and Sustaining Performance Excellence

Improving Flow through Production Leveling and Scheduling: Achieving Flexible and Smoothed Production

Implementing Activity – Based Costing System: A Guide to Activity – Based Cost Management

A Practical Guide to Lean Accounting and Productivity Measurement

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