Konsep 5-S diadopsi di seluruh dunia
Berikut adalah kutipan diskusi dari Lean & Six Sigma Group on Linkedin, yang membahas
masalah “mengapa Gerakan 5 S tidak dapat berlanjut?”.
Opini / tanggapan yang ditampilkan hanya sebagian kecil dari alur diskusi yang ada, tetapi, apa yang ingin ditampilkan disini adalah, bahwa konseop 5-S, sudah diterima dan diadopsi di seluruh dunia, tergambar dari yang mengajukan tanggapannya, mulai dari Johanesburg – Afsel sampai Canada, dari Inggris, Amsterdan – Ukraina sampai California.
Nah, bagaimana dengan kita di Indonesia?
Nital Z. Director & CEO at Concept Business Excellence P. Ltd. / Concept Consulting Enterprise / Concept Learning Centre, Vadodara Area, India
v Why Five S implementation does not sustain? Give only one reason.
Navin Rohilla Chennai Area, India
Ü I feel ownership of each individuals in a team is the key concern of 5s adherence for long term 5s adherence.
Here are few actions which can help to make people adhere to 5S
5S champions of the teams should be identified trained, and 5S certification of individuals to build the culture of 5s also plays a vital role. I consider the Leadership support is a must for all process improvement initiatives.
Jiang Peiming Production Manager at Corning Fiber Optical, China
Ü • Strongly recommand system and culture to help sustain, not just one game for floor person. nice topic
Michael Shannon Production Supervisor at Biomet, Greater New York City Area
Ü • 5S fails because company leaders fail to lead the 5S program. They talk the talk but don't walk the walk.
Dennis Makhari Owner, it501a; Johannesburg Area, South Africa
Ü I think that the main reason why 5S often fails to sustain is because most implementations merely throw tools into the “problem” without any visible link to the ultimate objective of productivity improvement.
- There has to be a common understanding of how each item identified contributes positively/ or negatively directly/or indirectly to productivity. Otherwise people see 5S as a scorecard exercise. They will even pretend to believe in it just to get the implementation out of the way.
- The visual board must be linked to performance management system. If the visual board measures items that do not contribute to individual and team’s performance, fatigue will set in and the board will graduate from “Not up to date” to “Never Updated” and even to “Board items going missing”.
- Although the “Before” and “After” pictures may appear as low hanging fruit, it is the “Before” and “After” productivity-comparison that has genuine meaning.
- 5S almost always adds more items to manage continuously. Managing such items must therefore make sense to line management. Hence going through the motion of 5S alone may be viewed as just a cleaning exercise. I am sure a lot of us have come across a question like “why don’t we get the cleaning team to do this?”
In short, I would not recommend 5S unless you have specific drive to improve productivity. Otherwise it creates bad reputation for improvement programs. If the 5S program takes a mere day or few, it is most likely a window-dressing exercise and it is unlikely to sustain
Nital Zaveri Director & CEO at Concept Business Excellence P. Ltd. / Concept Consulting Enterprise / Concept Learning Centre, Vadodara Area, India
Ü I agreeMichael
Sanil Mathews Asst. Vice President at Abu Dhabi Commercial Bank, United Arab Emirates
Ü Polled to be one of the top 3 fav LSS tools of the COO's...5S sustenance falls through the crack if seen as 'flavour of the month'...must be understood and reciprocated as a continuous improvement exercise from top to the bottom of an organization. '5S maturity index' should be monitered and tracked as part of the org operations metrics.
Reuben Moreno, Western Regional Manager at Corrugated Chemicals Inc., Orange County, California Area
Ü Agree with Michael, Leaders drop the enforcement or change process.
Marian Balkowski General Manager at GBD Engineering, Toronto, Canada Area
Patrick Anaya Operations Manager at Senga Engineering, Orange County, California Area
Ü People will always revert to their old habits and patterns unless they make it a way of life. Management has to be the driving force with consistency. ALWAYS
Prashanth Jayachandran Supplier quality executive/ Lean Six Sigma Professional at AREVA T&D, Chennai Area, India
Clay Lafrenz,Territory manager at Ecolab, Syracuse, New York Area
Ü 5S fails when there is no management support and no responsibility delegated to employees
Paul Dowling Director, Materials, Engineering and Project Mgmt., Greater Philadelphia Area
Ü You get what you measure. If you don't monitor and manage it, people think it's not important.
Philip P Brown Operations Supervisor at Weetabix North America/Barbara's Bakery Inc. Toronto, Canada Area
Ü If you have leadership that understand layered audits, and have the appetite for sustaining change while absorbing the necessary negatives that fall inside the learning curve, you have it beat.
Steven Borris Productivity Expert & issue diagnosis - Author of "Total Productive Maintenance" and "Strategic Lean Mapping", Glasgow, United Kingdom
Ü It is not what the company needs.
Loïc Brandsma Quality Assurance Manager, Amsterdam Area, Netherlands
Ü 5S is doomed to fail when it isn't supported from top-down levels.
To let 5S become a succes it must be one of the key-objectives in your organization.
Terry DeRise, Flight Chief, Military Training Flight, 338th Training Squadron, Biloxi, Mississippi Area
Ü Lack of pursuit. We pursue what we value. In this instance, the keys to successful pursuit are discipline and accountbility. Just like any other endeavor, 5S will fail if leadership does not truly value it. Michael put it best...all talk, no walk!
Bogdan Symonik Ukraine
Ü Agree with Terry, discipline of employees is key factor. If they haven't, management must show good example, if management haven't then 5s will die.
Robert Reid USN Senior Chief: Continuous Performance Improvement / LSS Black Belt Deployment Champion at United States Navy, Dallas/Fort Worth Area
Ü Failure to complete the recipe...If you were baking a cake and neglected to add flour there should be no surprise that you get something other than a finished product...Same is true with 5S...you need to do all of the steps, which include modification of documentation and a system of accountability to sustain the gain as well as visual/physical indicators of what goes where (E.g. tape around boarders and labeling system). These documentation and visual cues that complete the recipe must have a continuity across the organization so they are intuitive and their inclusion or absence are obvious when quickly scanning various work areas.
Wesley Bushby Quality Assurance Engineer at Whiting Corporation, Greater Chicago Area
• Not using the tool properly; for problem solving and identification of waste when it happens.
Paul Sciangula Manufacturing Professional, Buffalo/Niagara, New York Area
• People go back to old habits and loose focus of the main objective of 5S's. When this happens it is a telling sign of the Lean Process is not working.
Terakhir Diupdate (Sabtu, 28 Januari 2012 19:05)