Quality Progress - February 2018 - 18

F E AT U R E

LEAN

mean mopping it every day. It also means determining the source of
the dirt and eliminating it, if possible.
4. Standardize-This provides a consistent experience for workers who
may be moving from workstation to workstation. Labeling, workstation layout and visual aids are all as similar as possible so that
workers have minimal need to adapt to new tasks. Standardize also
ensures that if an improvement is developed and validated, it can be
quickly rolled out to as many workstations as apply.
5. Sustain-This is considered the most critical step and involves institutionalizing the 5S processes to ensure maintenance and improvement
over the long haul. Sustain typically
FIGURE 1
incudes auditing the areas to identify
opportunities for improvement and
catch any breakdowns in the 5S system before they become critical.²
As with all parts of the TPS, 5S was
developed based on a specific manufacturing environment (automobile
assembly) using general principles (minNonRepetitive,
imize wasted time and motion, minimize
repetitive,
information
information
use of space, and make the right product
focus (B)
focus (D)
the easiest way possible). Extending 5S
to other types of workspaces requires
Nona return to these basic principles and a
Repetitive,
repetitive,
physical
look at the type of work performed to
physical
focus (A)
understand how the 5S words apply to
focus (C)
that workspace.

5S in different
workspaces

Where can it apply?

A simple two-axis model helps decide how 5S might apply to a particular workspace. Along one axis is the degree to which the work involves
manipulation of physical objects versus manipulation of information.
An assembly worker is predominantly working on physical objects, for
example, while an accountant is predominantly working with data.
TA B L E 1

Sample audit questions
Sort

Inboxes are clear
(Inbox zero = 5, less than one's day accumulation = 3, more than one
week's accumulation = 1)

Set in order

All projects have a next action
(100% have a next action = 5, some projects have a next action = 3, no
projects have a next action = 1)

Shine

Work area is organized efficiently
(Complelety organized = 5, mostly organized = 3, chaos = 1)

Standardize

File names and methods are consistent across projects and reference
(Completely consistent = 5, some inconsistency = 3, no consistency = 1)

Sustain

Weekly reviews conducted consistently
(Within the last week = 5, more than 14 days since last review = 3, never = 1)

18 QP

February 2018 ❘ qualityprogress.com

As with all parts of the TPS,
5S was developed based on
a specific manufacturing
environment.

Along the other axis is the repetitiveness of the tasks performed in
the workspace. In the physical realm,
a traditional assembly line workstation is highly repetitive, with the
same basic task performed repeatedly shift after shift. On the other
hand, a tool repair shop has a much
less predictable workload, dealing
with whatever items fail on a daily
basis.
Similarly, in the information realm,
a tactical buyer might spend the
bulk of his day acting on messages
from a materials planning system,
placing orders and getting quotes on
a repetitive basis. Meanwhile, across
the hall, a design engineer works on
solving a variety of technical problems arising from the most recent
performance test of a prototype new
product.
How 5S applies to different workspaces is illustrated in Figure 1, with
each quadrant demanding a different
approach to 5S. The traditional
methods are most applicable to the
physical realm, repetitive workspace
(quadrant A). Similar methods also
work well in the repetitive information space (quadrant B). In this space,
physical layout may have some
impact (as with processing of paper
forms), but proper organization of
the information flow for maximum
simplicity provides the most benefit.
This organization can include standard formats for various forms and
screens in information systems, easy
access to knowledge bases, prepared
scripts for interactions and automation of process workflows.
In the nonrepetitive physical space


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Table of Contents for the Digital Edition of Quality Progress - February 2018

Seen and Heard
Expert Answers
Progress Report
Mr. Pareto Head
Career Coach
Office Efficiency
The Crown Jewels of Design
Open Lines
Less Is More
ASQ 2018 Six Sigma Resource Guide
Standard Issues
Six Sigma Solutions
Statistics Spotlight
Marketplace
Footnotes
Try This Today
Quality Progress - February 2018 - intro
Quality Progress - February 2018 - cover1
Quality Progress - February 2018 - cover2
Quality Progress - February 2018 - 1
Quality Progress - February 2018 - 2
Quality Progress - February 2018 - 3
Quality Progress - February 2018 - 4
Quality Progress - February 2018 - 5
Quality Progress - February 2018 - Seen and Heard
Quality Progress - February 2018 - 7
Quality Progress - February 2018 - Expert Answers
Quality Progress - February 2018 - 9
Quality Progress - February 2018 - Progress Report
Quality Progress - February 2018 - 11
Quality Progress - February 2018 - Mr. Pareto Head
Quality Progress - February 2018 - 13
Quality Progress - February 2018 - Career Coach
Quality Progress - February 2018 - 15
Quality Progress - February 2018 - Office Efficiency
Quality Progress - February 2018 - 17
Quality Progress - February 2018 - 18
Quality Progress - February 2018 - 19
Quality Progress - February 2018 - 20
Quality Progress - February 2018 - 21
Quality Progress - February 2018 - The Crown Jewels of Design
Quality Progress - February 2018 - 23
Quality Progress - February 2018 - 24
Quality Progress - February 2018 - 25
Quality Progress - February 2018 - 26
Quality Progress - February 2018 - 27
Quality Progress - February 2018 - 28
Quality Progress - February 2018 - 29
Quality Progress - February 2018 - Open Lines
Quality Progress - February 2018 - 31
Quality Progress - February 2018 - 32
Quality Progress - February 2018 - 33
Quality Progress - February 2018 - 34
Quality Progress - February 2018 - 35
Quality Progress - February 2018 - 36
Quality Progress - February 2018 - 37
Quality Progress - February 2018 - Less Is More
Quality Progress - February 2018 - 39
Quality Progress - February 2018 - 40
Quality Progress - February 2018 - 41
Quality Progress - February 2018 - 42
Quality Progress - February 2018 - 43
Quality Progress - February 2018 - ASQ 2018 Six Sigma Resource Guide
Quality Progress - February 2018 - 45
Quality Progress - February 2018 - Standard Issues
Quality Progress - February 2018 - 47
Quality Progress - February 2018 - 48
Quality Progress - February 2018 - 49
Quality Progress - February 2018 - Six Sigma Solutions
Quality Progress - February 2018 - 51
Quality Progress - February 2018 - 52
Quality Progress - February 2018 - Statistics Spotlight
Quality Progress - February 2018 - 54
Quality Progress - February 2018 - 55
Quality Progress - February 2018 - 56
Quality Progress - February 2018 - 57
Quality Progress - February 2018 - Marketplace
Quality Progress - February 2018 - 59
Quality Progress - February 2018 - Footnotes
Quality Progress - February 2018 - 61
Quality Progress - February 2018 - 62
Quality Progress - February 2018 - 63
Quality Progress - February 2018 - Try This Today
Quality Progress - February 2018 - cover3
Quality Progress - February 2018 - cover4
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