You Once Said I Was A Warped Frustrated Old Man 5S and Eight Wastes – Part I

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5S and Eight Wastes – Part I

Lean manufacturing is about improving business performance. A strategy used in many lean processes is to involve all people in management and decision-making. Associated with this responsibility is the idea that if all people are making business decisions, then those people should be “accountable”. These words embody the absurdity of sustainable management, a more than one-hundred-year-old approach to management theory and culture in order to gain and maintain power. Yet we cling to these words: empowering, accountable, as if speaking honestly will win the hearts and minds of the submissive. A manager who is steeped in old-fashioned ideas connects with his subordinates, selling them on ideas and initiatives. The employee no doubt sees a change from his stubborn old manager, and willingly follows the program, cautiously optimistic if unhappy about the whole process. In the manager’s mind, the “decision” has been made, the order has been set, and the employee is expressing his willingness to go. The problems start when the system crashes. Skills are not available, goals are not set, problems are not clearly understood and the manager holds the employee to “accountability” for his actions. The employee is disappointed and now does not believe what will happen in the future, because he knows that the boss will blame him for the manager’s inability to develop people and the system.

This is the most painful point in any transition, the problem of mutual trust and respect. Regardless of the program or method used, they must be willing to look at the situation and make mistakes. When we see mistakes, we can work together to fix them. In continuous improvement, where problems are constantly revealed, we must overcome the natural tendency to fix our environment, full of problems, and solve those problems every day. There are two important concepts that help people overcome the power of pleasure and fight against waste. Unfortunately, modern management theory has diluted these ideas to the point where many people write them off as a fad: “5S” and “Eight Wastes”.

The 5S system falls apart when we deviate from the plan: doing people every day and encouraging them to think about their work. Unfortunately, for many companies, this was not the plan in the first place. It was really for the people to clean the place. Many managers do not see the depth of 5S. Their opinions are limited to the opportunity to visit the workplace, but not with the intention of motivating their colleagues, but to answer them. Because managers cannot stop controlling and controlling their behavior, which is understandable because of the mountains of books and centuries of wisdom that support this process, 5S turns into another arm of the management system.

To understand why this is so, we need to understand the basics of 5S: which are the five s and how they relate to the “eight wastes”. First, consider the components of 5S for a moment. The Japanese words seiri, seiton, seiso, seiketsu, shitsuke are used to describe the process of organizing and setting up a work environment. At least, this is the most accepted definition of the system. Let’s consider for a moment the English equivalent of this word and be patient as I build my argument on how modern management theory and the narrow view of business have distorted and destroyed this wonderful and revolutionary concept.

The Japanese character for seiri means: to consider or plan or organize. The interpretation of this at work is to ask yourself: why is this thing here? Do I need to work? Is there a reason why this item is important or critical to the job? In other words, is the value added? The English version of seiri is: to arrange what is needed and what is not. Many supervisors open closets and drawers to inquire about unused equipment in the workplace. What is the problem with these hands? The goal is not to lose anything if we don’t understand why it exists or if someone can’t explain its existence, but to understand why these errors exist in the first place and correct them through the next 4S’. First we need to know what is needed and what is not needed to do the job.

Seiton is an important system. In a word: organized or organized. Now I have just what it takes to do this. Now, is it in order? If it is not in order – why? Is it ready to work? If it is information, ready means that it is complete and accurate. If it is a person, prepared means fully trained. If it is a machine, seiton means that it is capable and reliable. How can I plan and prepare? It is not unusual to see managers deciding the organization of machines, people, equipment and information on the ground, but for whose purpose? Is the goal of understanding the current situation in solving problems – making the workplace more organized and flexible? Or maybe it is something imaginary and demonic?

Seiso achieves ‘soundness’ through destruction; sweep away or remove contamination from the object we are investigating. The object can be anything. We can expand on this in terms of planning. In every way there is a distortion or contamination that does not allow us to see the way we want. Therefore, change is the pollution of the pure path. In English we say shine or sweep. This is very sad, because when a manager implements 5S, we see these three S’s take on a new meaning. In short we focus on the verbs of sorting, setting, and sweeping rather than the way we think about planning. It doesn’t stretch your mind or your intellectual horizons to come to the surprising conclusion that because of a little bit of management thinking, 5S has become a global campaign for housekeeping. No matter how much we clean, it is never clean enough. To make matters worse, as we add the last two S’s, managers have also discovered our favorite control measures: standards and retention.

Seiketsu means clear standards. Managers who have been trained to rule and control value standards, because they allow us to find better ways of doing things. In most US plants, the first 3S are posted on the walls as inventory, inspection, inspection. This only causes anger among the majority of workers as managers, who do not look down unless the people they consider important come to visit, are thinking of surprising their colleagues with a workplace survey of how they are following workplace standards in the face of ongoing problems that workers receive little help in dealing with day to day and day.

Shitsuke means education, training or discipline. In English we say shitsuke means to save. The image that most Americans conjure up in their minds when we hear the word support is preservation, and it’s easy to confuse this with punishment. In a development organization, training means instructing or guiding someone in their work. Punishment refers to a progressive course of action, which requires suspension. Punishment in this case is aimed at management, not employees. In terms of 5S, we are training others to improve the established standards.

If you accept what I am arguing as reasonable, then I must try to answer your question: why, do we do 5S? One common reason is that we are told that blessings are the result of our efforts. The work area is well organized, clean and safe. The business is “ready” and we are assuring everyone that we will not close production lines to clean up new management and customers. Read any well-known text on the basic principles of 5S, and we see that it focuses on the ‘things’ of work. 5S, especially in the United States, is nothing more than a housekeeping program. The key question we need to ask ourselves is this: the same literature that promotes the virtues of 5S also claims that it is the cornerstone of a successful continuous improvement program. Again, if you accept that US managers often see 5S as a housekeeping program, how can a housekeeping program be the foundation of a continuous improvement program? This is not only clear, but 5S is not the foundation, as we understand it, at any level. The truth about 5S is that the last thing it aims to create is a clean environment. Is this heresy? Yes, for some it is. How can I reconcile this conflict? Fortunately, I have an idea for “Eight Trash” to rely on.

In Part II of this series, we will begin to integrate the 5S and the eight Wastes.

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