Your five step elevator pitch for 5 S


Selling 5S does not have to be difficult.

Try this out . . .

1. 5S is “motherhood and apple pie”.  It’s good, everyone needs it, but we all know that most organizations never get beyond 4S.

2. No amount of ‘motivation’ or ‘training’ alone will get you to “sustain”.

3Here’s  the deal:  

To get to “sustain” – make 5S work activity part of normal day-to-day work.

4. The prerequisite for success with 5S  is to have in place an automated resource allocation, leveling and balancing (RALB) environment.  Another “motherhood and apple pie” methodology, but no arguments this time about whether it works or does not work.

The facts are once you put an RALB in place, people do their work.   The system auto-schedules, workers micro-schedule, supervisors level and balance, so, there is no way out.

Things do not fall between the cracks because there is 100% automated auditing at key process points and the system puts up roadblocks as and when deficiencies are detected. The roadblocks stay in place until deficiencies are remedied.

5. The hurdle to RALB has been cost but, today, we have OTS (off the shelf) solutions that dramatically reduce the cost of ownership.   I can do the ROI with you to show where the crossover is from expense to savings.

If you put RALB in-line you will get two things – “orchestration” or “guidelines” (WHAT, WHO, WHEN, WHERE) and “governance” or “guardrails”.

Mainstreaming 5S gets you to “Sustain” for the simple reason that 5S becomes part of normal day-to-day work. 5S no longer is special or optional. 

It gets done along with the rest of daily work.  End of . . .

About kwkeirstead@civerex.com

Management consultant and process control engineer (MSc EE) with a focus on bridging the gap between operations and strategy in critical infrastructure protection, healthcare, connect-the-dots law enforcement investigations, job shop manufacturing and b2b organizations. (C) 2010-2017 Karl Walter Keirstead, P. Eng. All rights reserved. The opinions expressed here are those of the author, and are not connected with Jay-Kell Technologies Inc, Civerex Systems Inc. (Canada), Civerex Systems Inc. (USA) or CvX Productions.
This entry was posted in Business Process Improvement, Business Process Management, Compliance Control, Five S, Manufacturing Operations, Operational Planning, Process auditing, Process Management, Process Mapping, Productivity Improvement and tagged . Bookmark the permalink.

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