Jeder redet von 5S. Wie sieht es in der Realitaet aus?

Heute mal in Englisch  ;-)

Some background information about 5S.


1) The tape is ONLY a tool for our visual management process. It is more the thinking process behind the TAPE- which you can see.

2)  The tape supports our all improvement thinking. Where should the e.g. trolley be located?

3)  Where does the trolley makes sense according to the value stream?

4)  Remember- reducing transportation- walk ways, searching etc….the seven kind of waste in production and administrations

5) What kind of standard have we decided between shift 1 and 2? How can we now maintain/ sustain this standard over a longer time?

6) Once you have found your best standard- use the tape you visualize this standard.

7)  To define the standard and to visualize the standard you need around 10% of your leadership energy. Now comes the interesting bit.

8)  It is your job as a leader to ask for adherence. Walk through your area of responsibility and spend special attention about the tape.

9)  Is the trolley really located at the right place? If not- why? Missing understanding? Missing training? Missing adherence?

10)  80% of your leadership energy will be invested into asking for process adherence. This is the feedback I regulary get .

11) The last 10% of leadership energy you will invest to improve your standard.

12) The Tape only visualize your standard. How is your situation e.g. on the shop floor? How much OLD tape you have still on the floor nobody cares about it and leads only to process confusions? How good are you already? Where do you see further potential? How good do you want to be?

14)  Try it. It is not difficult- but we JUST have to do it. And…based on the experiences I have made the last years…it will help you as a leader very much to sustain your production standards!

Haben Sie weiteres Interesse, schauen Sie mal vorbei:  http://www.lean-online.de/

Ich freue mich, dass Sie heute wieder vorbeigesehen haben.
Ihr Arnd Kaiser