| Lean is an approach to process improvement that is | | | | Because a clean and orderly area makes work easier, |
| well-known in manufacturing, but which can be applied | | | | raises morale, and really helps staff take pride and |
| to any process. These "S's" originated in Japan, and | | | | ownership in their work and work space. A clean area |
| help build an environment conducive to a | | | | also makes it easier to spot leaks, deterioration of |
| smooth-running process. | | | | equipment, misalignments, and broken parts that |
| SORT | | | | ultimately lead to equipment failure and loss of |
| Begin by eliminating unnecessary items from the work | | | | production. The impact of the clean work space will |
| area. "Red Tagging" is an effective visual method used | | | | show itself in several ways on the bottom line. |
| to identify unneeded items, which can then either be | | | | STANDARDIZE |
| moved to a central holding area or discarded | | | | This step should always involve the staff from the job |
| completely. This step frees up valuable floor space, | | | | or area. There are always best practices within a |
| removes broken or obsolete tools and fixtures, and | | | | work function, and the first step is to find these |
| makes it easier to focus on the job. | | | | practices and bring them to the table. The staff |
| SET IN ORDER | | | | discuss these and come to agreement as to the best, |
| The second S focuses on careful storage so the job | | | | making these the standard for all work in that particular |
| can be carried on effectively. These are the questions | | | | area. But don't stop with internal best practices, |
| to be asked: | | | | encourage staff to look outside the company, even in |
| - What do I need to do my job? | | | | other industries. Southwest Airlines benchmarked the |
| - Where should I locate this item? | | | | Woods Brothers pit team in NASCAR to see how |
| - How many of this item do I need? | | | | their fast, effective turnaround of vehicles might have |
| Other strategies for Set in Order are painting schemes | | | | application in the airlines. |
| that support the work, outlining work areas, shelving | | | | SUSTAIN |
| and cabinets for necessary items, and standard places | | | | This last step aims at keeping the new changes in |
| for tools and materials needed every day. "A place for | | | | place, and it's the toughest to implement. Why? |
| everything and everything in it's place" is a good | | | | Because people build habits, and even when those |
| American version of this S. | | | | habits are tied to poor methods of work, they're used |
| SHINE | | | | to them and find it hard to change. Find ways to |
| Once the first two steps are completed, and the work | | | | reward maintenance of these new changes, especially |
| space is clear with needed work items in their places, | | | | during the first 3 months. You will find production up, |
| it's time to thoroughly clean the work area. Why? | | | | and morale and company pride on the increase. |