The Formula That Is Generally Used To Measure Productivity Is Using 5S to Increase Performance in the Workplace

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Using 5S to Increase Performance in the Workplace

5S requires a top-down commitment from senior management down to the operator level. Without it, any 5S program is doomed from the start. There must also be an infrastructure such as QCDSM for sustainability and continuous improvement (time and resources, scheme of ideas, etc.) to ensure that the programs meet your goals and expectations.

All members of the organization must understand 5S correctly. This is not just a cleanup exercise, and if portrayed as such, the program will only achieve another “S” and be considered a failure. This will only work if management understands that 5S is fundamental to good performance, not secondary to it. 5S only succeeds in environments where there is discipline and self-regulation to ensure performance standards are maintained and followed.

Standards must be maintained through a simple system of daily auditing in different areas or zones, with an individual or small team responsible for each.

Even with all this in place, long-term sustainability is only possible if the system is continuously measured and improved. The QCDSM program ensures that this happens every day. In addition to the QCDSM, members of senior management must conduct periodic inspections in each target area. One common mistake made by top management is to never see the factory floor.

5S lays the foundation for improving performance through continuous improvement. It focuses on:

  • Improving quality by removing waste from the workplace.
  • Reduce operating costs by reducing non-value-added activities.
  • Improving delivery by streamlining processes and removing barriers
  • Improving safety through better housekeeping and hazard detection

Provide an environment where continuous improvement occurs through employee problem solving and suggestions, thereby improving morale.

Simply put, 5S works best when program implementation is based on the 5S Performance Improvement Formula:

P=Q+C+D+S+M

Where;

  • p – Increase productivity.
  • Q – Improve product quality.
  • C – Reduce production costs.
  • D – Ensure timely delivery.
  • S – Ensure a safe working environment
  • M – Increase employee morale.

Ensuring daily 5S discipline is a management challenge. This may be the responsibility of the 5S team leader, but it is also managed and supported by an auditing and monitoring system used to measure compliance with the 5S process. The structure of the QCDSM process ensures a disciplined approach in every shift, day in and day out.

Expectations:

With a structured approach to daily 5S activities, you should be able to achieve significant levels of performance improvement.

  1. Performance measurement can be done in many ways and at many levels, such as overall plant performance and work group productivity. The overall performance of the plant is the most important from a competitive point of view, but many other factors besides 5S can affect it. If you use a structured system like QCDSM, expect a typical increase of around 15-50%.
  2. An organization’s concern for safety can contribute significantly to morale and pride. This can be measured by lost time injury rates or other safety indicators. Up to 70% reduction
  3. Clearing out the trash can sometimes open up a significant amount of space by itself. If departmental analysis and local relocation are part of the 5S effort, significant savings can be achieved. However, such space saving needs to be aggregated into larger blocks of space to be useful. 5-60% reduction
  4. Absenteeism stems from many reasons, but pride and morale are two of the most important. Other factors remaining constant, improved absenteeism can be expected to result from increased pride and morale. 20-50% reduction
  5. When 5S teams create before and after spaghetti diagrams, they can measure the reduction in walking distance. However, there are other motion savings at the micro level (reaching, bending, etc.) that are more difficult to measure directly. 20%-50%+ Reduction
  6. The rigor, discipline and analysis inherent in the QCDSM approach to 5S implementation can help Cconstant improvement of the way of thinking. This happens when the constant search for and implementation of improvement becomes part of the job. One way to measure this is through the QCDSM Idea/Suggestion program. The number of referrals per employee is expected to be tracked and reported to management. Number of referrals 1500%+ growth

If you want to get more out of your performance improvement budget by reducing the amount spent and increasing the likelihood that these investments will positively impact your company’s performance over time, use a structured system like QCDSM to manage and maintain your 5S program. Without a focused approach to 5S implementation like QCDSM, your improvement efforts will eventually fizzle out.

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