Approaching lean thinking for the first time can be overwhelming – with a variety of strategies, guides and workshops, it can be difficult to know where to start. To begin, all lean thinking incorporates a solid foundation in standardization, visual control and clear communication. One of the most basic and commonly used lean methods in collision centers is the 5S Method. 5S is a valuable tool which, when implemented effectively, leads to continuous improvement, consistent quality, cost reduction and a safe work environment.
"5S" finds its origins in Japan, and stands for five (5) Japanese words that start with the letter 'S': An equivalent set of five 'S' words in English have been adopted. These are:
- Sort
- Set
- Shine
- Standardize
- Sustain
Each step is designed to promote habitual actions that create consistent quality, reduce waste, standardize processes, implement visual control and boost employee satisfaction in the shop. When the steps are instituted correctly, they build on each other to form a sustainable, long-term model for lean operations. To maximize effectiveness, take time to consider how to best implement the following.
Sort
Sort is a fundamental step when first applying the 5S Method to daily shop operations. It focuses on minimizing clutter in the workplace. Begin by taking inventory and removing all items not needed for current production operations, leaving only the bare essentials behind. While it may be difficult to purge the excess items, a good rule of thumb is “when in doubt, throw it out.” This will provide a clean slate, so the 5S Method has room to grow.
Set
Next, Set everything in proper sequence for productivity. Once the unneeded items are disposed of, the remaining items should be arranged with ease of use and the flow of the workspace in mind. Label inventory and tools and put them away in designated spaces so they can be easily found by the entire staff. Some shops also paint the floors in order to physically designate important areas. This step is different for every collision center, as unique challenges arise from the resources on hand. Consider which tools and items are used the most, the sequence of the shop’s processes and the layout of the facilities available. Often, the simplest solutions are the best solutions.
Shine
Shine is a key component in ensuring the lasting success of any 5S implementation. This is the point when the staff must take the time to wipe down the shop and identify the cleaning activities and routine maintenance required to maintain the previous two steps. By cleaning the work environment, workers will be able to easily recognize malfunctions in equipment such as leaks, vibrations, breakages, and misalignments. Additionally, employees should learn the why behind 5S. Complete comprehension of the shop’s goals and a thorough workplace education creates a culture where all employees are held accountable for upholding the 5S standards. After all, a clean workplace enhances quality, safety and pride in its workers.
Standardize
Once employees are up to speed and the required ongoing maintenance is identified, it’s time to Standardize. Establishing standardized operating procedures for each area allows the shop to gain and ensure consistent quality. Some 5S maintenance responsibilities can be integrated with existing shop responsibilities. For the areas that need extra attention, assign employees daily tasks designed to uphold the Sort, Set and Shine steps. Enforce the new responsibilities with regular check-ups to ensure everything runs smoothly.
It’s normal to uncover abnormalities in production as collision centers streamline their 5S strategy and improve operations. As these abnormalities arise, address them immediately to maintain the integrity of the 5S Method. Some red flags that indicate larger problems are starts and stops in the process when employees are looking for tools, approval and parts; visually cluttered work areas; and contamination of other projects.
Sustain
Finally, the last step in the 5S Method is Sustain. By maintaining the procedures, regulations and culture set in place during implementation, shops can turn the principles of 5S into an everyday discipline. Creating a habit is especially useful as collision centers look towards incorporating more lean practices into their business operations.
As collision centers begin to apply lean initiatives to the day-to-day operations, it’s essential to remember that 5S is not a static tool. Rather, it serves as a starting point for all lean thinking. Adapting the 5S Method and incorporating other lean initiatives provides a framework of efficiency and continuous improvement. Shops building upon the method’s success can expect to achieve operational results, waste reduction and optimized productivity that ultimately increases workers’ happiness, effective communication and the bottom line.
