Category: Tools

I Really Don’t Understand the Purpose of 6S

The 5S method has been around a long time. With it’s roots in CANDO from Henry Ford it has matured and become a solid method to bring order and efficiency to the workplace (or home for that matter). It has stuck around this long because it works.

Variations of 5S

I recent years it has become more and more common to see variations, 6S, 7S and yesterday I even saw a 10S chart. I still can’t figure out if the last one was a joke or serious. It is only natural that a method evolves over time but it is important that changes are in tune with its roots.

The sixth S in 6S is Safety and we can all agree that safety is very important. Working in industrial manufacturing it can, in some cases, literally be a matter of life and death. Even if it is not that serious it is still important to be able to return home every day safe and sound.

Now my problem is not with safety but with it not fitting in as a next step. “How do you mean safety don’t fit with 5S?” You might ask yourself. Safety is an integral part of 5S from the start, even if it is not apparent at first glance.

The Structure of 5S

5S in its basic form is a method of steps. Sort, Set in order, Shine, Standardize and Sustain. Each step build on the previous to create a workplace of order and structure that is easy to maintain.

To set in order it is important to first sort out and remove all tools and materials that you don’t use. If you don’t you waste time and space sorting things that is of no use. When you have set things in order it is much easier to shine the workplace to find and eliminate sources of dirt and grime. And once you have things sorted, organized and clean you can establish this as a standard. Lastly when there is a standard you work with the team to maintain the standards and even improve upon them to sustain what you have accomplished. Well, you get the general idea.

What is Wrong With Safety?

There is nothing wrong with safety, rather the opposite, it is paramount for a successful workplace. Safety is the foundation on which all good teams are built. My problem with safety is that is does not fit as a sixth S.

5S is a method that take years to implement fully from the start. Sure, you get momentum at first and see big improvements but to make it an integral part of your daily operations, to make the team fully committed to sustaining this order, it takes time. Putting safety as the sixth step to implement after you have archived the previous five is too late.

5S is safety!

My take on this is that safety don’t need to be the sixth S since it is and should always be a part of 5S from the start. When you remove the clutter for the workplace you make is safer, when you set thing in order you make it less likely that anyone have an accident. When the place is clean there are no dirt or grime to slip on. And if you can maintain the standard you are in fact support keeping the workplace safe.

In every step of 5S you have the opportunity to implement safety. Personal Protection Equipment (PPE) need order and structure to be easy to use and be accessible when it is needed. It is all connected.

In my opinion 6S does not bring anything to the table that 5S don’t already do. I think it is important to keep your guiding principles simple and you methods focused for the greatest effect. Don’t fix what is not broken!




The origins of 5W1H

Much of what we know as Lean have origins from other places than Toyota. It is no secret that Toyota was heavily inspired and brought in tools from other companies and refined them to their own purposes. The same can be said about 5W1H, a common tool in problem solving.

Below is an excerpt from Rudyard Kiplings 1902 publication “Just So Stories”

“I keep six honest serving-men,
(They taught me all I knew);
Their names are What and Why and When,
And How and Where and Who.”

Rudyard Kipling, 1902 from “Just So Stories”




Pasta for clarity

It can be hard to see patterns in the chaos. A way to start is by using a spaghetti diagram to show patterns of movement for the operator.

Spaghetti Diagram:

It is a diagram of all the movements of an operator during work. This way you can easily see patterns and wasted movement as a basis for improvement.




Root cause analysis

If there is a problem in your processes it is important to know the correct root cause. There is no use to solve the wrong problem. To assist with this task there are many tools. One commonly used is the Ishikawa Diagram with a 4M or 5M layout. This added to the terminology section.

Ishikawa Diagram:

Also known as fishbone diagrams or cause-and-effect diagram. It is used to map possible causes and narrow them to find the root-cause or the cause of a specific phenomena.

4M:

A systematic approach to root cause analysis. Machine, Man, Method and Material. Often used as an Ishikawa Diagram.

5M:

An expanded version of 4M analysis where a fifth M is added, Measurements. Making it Machine, Man, Method, Material and Measurements. It is a systematic approach to root cause analysis often used as an Ishikawa Diagram.




Added new terminology

I have added an assortment of words to the terminology section and updated some of the old definition texts. The last few weeks at work have taken most of my energy but I will try getting back to a semi regular update interval.




ECRS

When it comes to improving a process, it is a good start to look into every step and to apply the framework of ECRS or Eliminate, Combine, Rearrange and Simplify.

ECRS:

Eliminate, Combine, Rearrange and Simplify. A framework for improving a process or a task. Often used within Autonomous Maintenance.




FMEA

When introducing a change into a current process or introducing a brand new process, FMEA or Failure Mode and Effect Analysis is a tool to help smooth the introduction and to sidestep possible pitfalls.

FMEA:
Failure Mode and Effects Analysis. FMEA is often the first step of a system reliability study or a process change project. It aims to identify possible failure modes and their causes and effects.




3M: Muri

The last definition of the three to the sources of waste is Muri.

Muri:

Overburden. When operators or machines for more than 100% to finish their task, they are overburdened. This is harmful both to machines and people and should be avoided.




3M: Mura

The next definition to the sources of waste is Mura.

Mura:

Unevenness. Fluctuations in customer demand, process times per product or a variation of cycle times between different operators are examples of Mura.




3M: Muda

Defining the sources of waste we start with the most recognised, Muda

Muda:
Waste. It could also mean uselessness or wastefulness. It can be defined as 7+1 wastes: Defects, Overproduction, Waiting, Transport, Inventory, Motion, Excess Processing and Wasted talent. Within Lean the elimination of Muda is a central concept.