Developing a Standardized Approach to Work, Part 3

5S, the starting point for all things lean

In this four-part series, we take an in-depth look at how to design an effective work environment. Part one discusses the elements of continuous-flow work cells. Part two considers how to enhance the efficiency of such work cells. Part three explores the 5S methodology. In part four of the series, we look at single-minute exchange of die (SMED).

The standardized approach to work is completely dependent upon maintaining discipline in the workplace. Procedures are useless if they are not maintained and followed. Change is not only inevitable, it is also desirable and pursued continuously. When favorable change has been discovered, it is made part of the standard.

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5S and Standardization

Although I appreciate the use of 5S and standardization for manufacturing. The use of manufacturing thinking for service is misguided. The biggest challenge we have in service is variety and standardization does not allow for the absorption of the variety of demand customers present. The "one size fits all" thinking needs to be tempered with different questions:

What is the customer purpose and demand?

What measures are representative of this demand from a customer point of view?

Are my problems the same as those in manufacturing?

Dr. Deming and Taiichi Ohno warned us against copying and codification of tools. We would be wise to heed their advice.

Tripp Babbitt
www.newsystemsthinking.com

In the service sector, our

In the service sector, our suppliers and our customers are, more often than not, one and the same. Disciplining our customers to provide standard inputs so we can standardize our processes is not usually an option, although when standardization is possible it is worth the effort. There is an excellent article on managing customer variability in the Harvard Business Review: Frei, Francis X. “Breaking the Trade-off between Efficiency and Service.” Harvard Business Review Nov. 2006