This post is not about drugs nor pharmaceutical industry, the mentioned tablet is the electronic one, you know, the bigger version of a smartphone. The tablet syndrom is about the tablet as a symbol for being trendy, going digital, sometimes even believing to lead a digital transformation when handing out a load of these devices. … Continue reading The tablet syndrom
This is a classical debate among Lean newbees and even among specialists: are the 5S the first steps to SMED or not? As so often there is more than just a binary choice. If you are not now familiar with 5S, you may get a primer reading my posts series: The Quick Beginner’s Guide to … Continue reading Are the 5S the first steps to SMED?
I assume readers are aware about 5S. The 5S are a methodology when beginners discover them through a structured way of teaching. They hopefully turn into an approach for organizing the workplace, and eventually a philosophy for those embracing the 5S principles for guiding their personal behaviors. Read more about Approach, philosophy or methodology Here … Continue reading 5 things to remember about 5S
I sincerely believe that experimenting with Lean tools was key to spread Lean awareness, ease the principles and tools acceptance and contribute to the Lean popularity. This was particularly okay in the “tools age”, when Lean was understood as a nice and handy toolbox. Yet limited and non sustainable successes were hints that Lean could … Continue reading Doing wrong things much better
5S is usually seen as very basic, simple methodology, easy to get through. The reality is totally different and most companies fail to implement a significant and sustainable maturity level of 5S. For those not familiar with and wanting to learn more about 5S, check my Quick Beginner’s Guide to 5S. Here are 5 reasons … Continue reading 5 reasons 5S make the world a better place
5S are as well an approach, philosophy and methodology to better workplace organization, foundations for efficient and safe work, as well as insuring quality and continuous improvement. They originated in their current form* in industrial workshops in Japan, leading many people to think "this is a production thing". The following video shows a good example … Continue reading 5S in hospital
Most of 5S assessment or audit systems I've seen are built upon a maturity scale, usually from 1 (poor or insufficient) to 5 (complete, satisfactory or the like) for each of the 5Ss and a schedule for the assessments or audits. The way these systems are built is most often misleading, letting people believe that … Continue reading Why 5S fail? We’re done!
This post is part of the series “why 5S fail”. Nobody is interested in housekeeping. This is particularly true in heavier industries with more male workforce, “housekeeping” is incompatible with (macho) pride and way beneath their dignity. They may not hesitate to manually lift heavy weights and handle greasy dirty parts, but would be reluctant … Continue reading Why 5S fail? Nobody is interested in housekeeping
The 5S methodology / philosophy as such is around and fairly widespread since the mid-1980s, when the western industries sought the “secrets” of their Japanese competitors’ tremendous successes. >Don’t know yet about 5S? Check my quick beginner’s guide to 5S However, despite the 30 years of awareness and trials: very few companies I visited have … Continue reading Why 5S fail
This is the sad and true story of a manufacturing unit of a major manufacturer in his industry. This company has a corporate program to roll out Lean, with permanently appointed staff to support it. The Lean organisation is structured from a corporate level to sites representatives and staff appointed to support departments within the … Continue reading How corporate Lean programs spoil golden opportunities