Facilitating a successful kaizen event requires a sound plan and reasonable expectations. That way we can keep our team on task and be ready to recognize and address challenges as they arise. To assist in these efforts, the following is a recommended schedule for ensuring kaizen event week success.
Kaizen events are team efforts requiring participants to perform certain roles. Thus, a key part of kaizen event planning is assigning roles for the kaizen event. In this article we introduce a a few common key kaizen event roles and requirements necessary to ensure a successful kaizen event.
In lean, motion refers to any movement of people. The waste of motion is any motion that occurs, which doesn’t add value to the product. Common examples of this in the workplace, include retrieving tools or equipment (including reaching for them), searching for missing information, and exerting effort to lift things from the ground. Any excess motion or effort more than what is required to add value to a product is considered waste.
It’s important to remember that 5S applies to anyone regardless of profession or industry. If applied properly, 5S will help you in many different aspects. A 5S action guide will help you track everything you plant to improve in your workplace. From beginning to end, this will help you stay on track with your plans and actions you have taken and ensure 5S success.
The 2 key pillars of any lean enterprise are continuous improvement and respect for people. Knowing and improving your team’s skillsets help your company to overcome the many future challenges of the changing business landscape.
Shitsuke (Sustain), sometimes called self-discipline, is step 5 in the 5S process. In 5S, sustain refers to the commitment and self-discipline to maintain the previous four 5S steps – seiri (sort), seiton (sort), seiso (sweep), and seiketsu (standardize), and is key to continuous improvement success…
The fourth step in the lean 5S (6S) process is seiketsu, or standardized. Standardize is fundamentally about establishing clear, unambiguous norms for people to perform. Standards are a prerequisite for continuous improvement. As Taiichi Ohno, the father of the Toyota Production System (TPS) put it, “Where there is no standard, there can be no improvement.”
Seiso is the third step the lean 5S process. Seiso translates from Japanese as “sweep” or “shine”. However, this translation often contributes to the superficial interpretation that sweeping or shining only relates to making areas subjectively clean or hygienic.
Straighten (Seiton) is the second step of the 5S process. After we have eliminated unneeded items for the workplace, we must determine where the remaining items belong. Straightening is all about arranging items in a way that maximizes efficiency. Thus, we should put the things we need the most, in a designated, close, and clearly labeled place. A common misconception is that straighten simply means to neatly arrange items, such as in orderly rows. But this couldn't be further from the truth...
Sorting is a powerful part of the lean 5S process. Sorting is also one of the most misunderstood of the 5S steps. Sorting empowers continuous improvement by eliminating items from work areas lacking use or value. Sorting can improve safety, workflow, and throughput.