Process Implementation Through 5S: Laying the Foundation for Lean explains how to implement standardized work and visual controls through Plan–Do–Check–Adjust (PDCA). The author uses PDCA to outline the book and explains how 5S (Sort, Straighten, Shine, Standardize, and Sustain) and Standardization are not only foundational parts of the PDCA for your Lean transformation, but are actually PDCA processes within themselves.
The book provides a road map to implement new processes. In addition, it shows how this same implementation process can be used to shore up existing processes and improve upon them. Once you walk through this process with your team, you not only will have laid the foundation for Lean in your organization, but will have laid the foundation for PDCA and for building an army of problem solvers. This transformation is what ultimately will add value to your customer base and drive the business results you are looking for.
These Lean tools are not an end to a means, but rather a means to an end. The purpose is not to implement these tools, check off the box, and then move on to the next area. Rather, they are tools designed to engage your team and help your team see problems, which you then can solve. This is the continuous improvement culture most organizations and Lean leaders seek.
Table of Contents
Overview of the Process
Standardized Work Overview
Format of This Book
Identify the Area
Reactive Process Implementation
Proactive Process Implementation
Get a Team
Assess Current State and Set the Goal
Determine If You Have Stability
Set the Goal
Document and Analyze the Processes
Watch the Work
Document the Steps of the Process and Ask Questions
Meet with Your Group and Assign Action Items
Implement a Pilot
Implement the Final Process, Share Success, and Begin the Next Process
Assess Your Goal
Training Standardized Work
How to Instruct
MFWC—Multi-Function Worker Chart
Drew Willis began his Lean journey through extensive classroom training and hands-on experience as a production team member at Toyota Motor Manufacturing Kentucky. During his tenure at Toyota, he successfully applied the Lean methods he learned from Toyota Production System (TPS) training into multiple processes, which reduced defects and improved upon the standardized work. Since Toyota, Drew has held numerous positions, including having responsibility for implementation of 5S and standardized work, program management, and government relations and contracting. He currently works in food manufacturing as the business manager of various military ration programs. Drew earned a Juris Doctorate degree and has published articles in the area of labor law.
"Drew Willis, with his hands-on floor experience at Toyota, has captured the essence of ‘getting started’ on your Lean journey in any industry."
—Michael Hoseus, Lean practitioner and award-winning author