5S’s for Business Excellence

1. 5S’s for Business Excellence Tools are more powerful if you have educated users Tiago Lopes, Industrial Engineer/Executive MBA, April 2017

2. 1 2 3 4 5 6 7 The 5 S’s • What is the 5S’s ? • The 5S is a continuous improvement methodology. Uses the first letter of a list of five Japanese words to describe the steps one must go through to achieve improvement: Seiri, Seiton, Seiso, Seiketsu, and Shitsuke. A possible translation in English would be “Sort”, “Set in order”, “Shine”, “Standardize” and “Sustain” • This technique results in a well-organized workplace complete with visual controls and order. It's an environment that has “a place for everything and everything in its place, when you need it”. It produces a workplace that's clean, uncluttered, safe and organized, people become empowered, engaged and spirited. Source based en.wikipedia.org wiki 5S_(methodology) and other Lean sites

3. 1 2 3 4 5 6 7 Sort: Distinguishing between necessary and unnecessary things, and getting rid of what you do not need The 5S’s Methodology for Operations – Traditional Application Set in Order: The practice of orderly storage so the right item can be picked efficiently (without waste) at the right time, easy to access for everyone. A place for everything and everything in its place. Sustain: Implementing behaviors and habits to maintain the established standards over the long term, and making the workplace organization the key to managing the process for success Shine: Create a clean worksite without garbage, dirt and dust, so problems can be more easily identified (leaks, spills, excess, damage, etc) Standardize: Setting up standards for a neat, clean, workplace Source based http://leansixsigmadefinition.com

4. 1 2 3 4 5 6 7 The 5S’s Methodology for Business Purposes Sort: identify the universe of items that are the focus of our work Set in Order: Within the focused items to group them according to their attributes Sustain: Develop processes to diffuse benchmark knowledge and collect feedback on its use and usefulness for continuous improvement processes Shine: Make sure all items are reviewed and their quality checked Standardize: Develop a strategy to capture the items that promote excellence and performance

5. 1 2 3 4 5 6 7 Example – Material Standardization Sort: identify the specifications of materials that are the focus of our work Set in Order: Normalize the specifications by creating a tree structure with families and subfamilies using their physical or chemical attributes Sustain: Use networks to promote and capture information on the specifications that perform the best through time and review the process continuously Shine: Make sure all specifications are reviewed and their quality checked – the idea is to create a reference from which we can improve, thus its quality is paramount Standardize: Develop a strategy to capture the items that promote excellence and performance – for a specification to be consider a standard it would need to be the optimal solution between the product design guidelines, the operational performance and economics

6. 1 2 3 4 5 6 7 Conclusion • Tools are not limited in their application to operational environments. You need to be creative in applying them to the different problems you face – for this to happen people need to be educated and not only trained in Lean 6 Sigma tools • Continuous Improvement is philosophy and a mind set not a “recipe”! You will have successes and failures, so you need to manage the “rollercoaster”. I use the scientific method as guide by allowing the process to go full circle – from Theory to Trial and then to Practice • Don’t forget that unlike operational settings the time scale is different in transactional environments – could be months or even years before results come through. So make a roadmap and manage stakeholders expectations accordingly

7. 1 2 3 4 5 6 7 End note Dear readers, My goal is to share a fresh and different view on a probably much discussed theme… I will only know if I achieved my purpose if you are able to provide me feedback. Thanks in advance!

8. 1 2 3 4 5 6 7 Who am I? • I’m an Industrial Engineer and exec. MBA • Experienced in • Management: Plant Management, Business management, Project Management, VA/VE and other special projects • Operations: Supply chain, Industrial footpath & Green field operations, Lean process installation & Ergonomics, Lean 6 Sigma continuous improvement • Finance: P&L, Cost calculation, Price target strategies • International footpath, • Passionate for sci-fi and strategy http://www.linkedin.com/in/tiagosilvalopes http://de.slideshare.net/tiagosilvalopes/ http://thewayofthemanager.weebly.com/