subject: Lean Manufacturing Principles - What Are the Most Common Lean Tools Used? [print this page] Lean Manufacturing Principles - What Are the Most Common Lean Tools Used?
It is a journey that will reward both shop floor and senior management and LEAN tools are just the visual aspects- the top of the iceberg in essence. So what are the most common LEAN manufacturing tools implemented in the manufacturing and engineering sector? This part will look at 5s.
5s -SORT- (SIERI). As the name suggests it is merely getting the tools/ equipment that you need daily into your work space. Any unnecessary tools are removed from this space.
Phase 2 SET IN ORDER (SEITON). This is where each piece of equipment/ tools are given a set place in your work area. All tools much be accessible quickly and efficiently and thus eliminate time wastage. This process should be thought out first, discussed with the workforce to make sure all areas are covered. It is more than just a quick fix clean up operation. It is the start of a lean journey.
Phase 3 - SWEEP/SHINE (SEISO). This sound like common sense but again it is a simple and common sense approach but needs to be done daily. After every day, tools and equipment need to be stored in its correct place (eliminates theft, loss of equipment) and will speed up processes for the next day. Every employee needs to have this mentality as a dedicated workforce is paramount for the lean process to begin and maintain its journey. Cleaning rotas need to be established and responsibility for areas of the production site need to be handed out and properly managed.
Phase 4 - STANDARDISE (SEIKETSU). All areas need to be standardised. As mentioned above people need to be given responsibility and managed appropriately. If implemented correctly you will have the "buy in" from your workforce; they will understand why these new procedures are being put into place and thus will want to be a part of this journey of continuous improvement.
Phase 5 - SUSTAIN (SHITSUKE). The process of becoming lean is not an over night process or indeed a 3 month exercise. It is an ever changing program which needs to be addressed constantly and changed from time to time. It has to be sustained otherwise the company will considered itself lean when in fact it is in a worse position than before. Sustaining a lean culture and attitude is what separates a market leader form the rest. By introducing the above 5S companies will be on the first run of the ladder to becoming lean. However it is important that the management and workforce do not see 5s as a clean up activity- it is much more than that. It is a simple way of getting people to work more efficiently and reduce waste.
Lee Child is joint Managing Director and co-founder of Dudley Child Executive Recruitment Ltd and has in excess of 10 years experience recruiting, specifically within the Manufacturing and Engineering sectors.
Lee was educated at Huddersfield University where he read Molecular Biology, whilst also playing professional rugby league for a number of clubs including Leeds Rhinos and Wakefield Wildcats. During this time Lee gained International Honours with the Irish Rugby League team.
Dudley Child Executive Recruitment Ltd is a professional supplier of recruitment solutions and search and selection services to the global manufacturing and engineering markets.
The ethos of Dudley Child Ltd is to provide a service that values and champions quality in the recruitment process and one that mirrors the quality requirements of its target markets, namely manufacturing and engineering. The business was founded to exploit a niche in the current market for a purely quality focussed search firm that challenges the normal industry practices.
