Lean Consultant Tips

Step 2 for Your 5S Transformation

(Read Part 1 Here)

A friend of mine told me his clients frequently complain when he insists on spending most of his time on 5S, claiming they already know how to do it. To which he replies, if you did, then it would be done and it’s not, so you don’t. And, he goes on, if you can’t use this simple management tool, then you won’t be able to do the harder things that are coming as you transition your way into Lean thinking.

5S is actually even more powerful than that – as stated in the last post. 5S is a a behavior modification program that lays the foundation for everything to come. The last post also stated that you can use it to drive some very deep principles into the participants. The second tip involves making sure that your 5S is easy to sustain, the fifth S.

During step four of 5S – the systematize/standardize step, tell the team to build the entire process into the landscape visually. That means use colors, pictures, labels and any visual means necessary to make the process for that operation so visually clear, as to allow a complete neophyte to be able to follow the process within minutes. They don’t have to be able to do the operation as fast as an expert of course, but they have to be able to complete it, just by following the visual cues. Any point where an outsider gets stopped due to confusion is an indicator it’s not visual enough.

What you will have done, assuming you included the last tip into your 5S and are now using this one, is to have incorporated the essence of Lean thinking (emphasis on the value add) into the process, and locked it in visually in order to standardize it. There’s more to do in step four to standardize, like reducing the number of tools needed by standardizing bolts and screws etc., but by including this visual management technique into step four, you’ll have made step five, sustaining the new platform, much easier.

The human brain wants to put things back where they belong and it wants to follow the right steps. Incorporating excellent visual management as outlined here, insures you get that instilled up front. That doesn’t mean things can’t change when they’re improved; on the contrary, great visual management actually serves as a platform to identify what needs to be improved. Because anyone (even those who are just visiting) can tell when the standard process is not being followed because of the visual cues, everyone will know right away. And as the team gets more comfortable with this cycle, they will push to lock the new improved processes down visually, each and every time.

Do these two things during your future 5S’s to turbocharge their effectiveness beyond anything you’ve experienced in the past.

At the Lean Expert Academy, we specialize in elegant Lean implementations that are highly effective, and best of all, are extremely easy because we focus on minimal learnable actions. As a quick aside, our course on How to Be a Lean Coach, which is full of tips like this one, is closing today at midnight. Click Here now to join.

(Read Part 3 Here)

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About Jim

I am the founder of the Lean Expert Academy, partner in the Lean Leadership Institute with Jeff Liker (The Toyota Way) and Norm Bodek (Productivity Press Founder), and author of the soon to be released book, Lean 2.0: How to Dominate Your Industry Using Lea(R)n Thinking. I am also the CEO of a Lean consulting company where I train Lean consultants to implement the exact methodology and techniques that you will learn here.

I’ve been called “The Wolf” . . . because for many years, every time something went wrong at a client’s implementation, I got the call and not only fixed it, but got even more consulting work out of “the crisis.”

I’m on a quest to “bend the universe.” I believe it’s not okay for us to sit back and just let the Lean movement limp along, as it has over the past 30 years. It’s time for all of us to turn up the heat and turbocharge our efforts by making change happen better, so that everything that has the name management attached to it, is done with Lean thinking and Lean management.

And I know for a fact, after years of being deep in the trenches of making change happen (as opposed to the role of many “observer-reporters” who write about Lean) that implementing Lean is not that hard to do. It’s actually quite easy and my course shows you exactly how to achieve that outcome. If you doubt me, you owe it to yourself to check out my course.

My goal and mission is to produce as many excellent Lean thinking implementers as possible – to arm you with the ability to recreate what I and my team of consultants have been doing consistently for the past six years.

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