CAN SOMEONE UNRELATED TO A DEPARTMENT OR SECTION OF YOUR ORGANISATION OR COMPANY SEE SOMETHING IS NOT IN THE RIGHT PLACE OR WORKING PROPERLY?
IF THIS PERSON DETECTS AN INCORRECT SITUATION, DO THEY HAVE NECESSARY AND SUFFICIENT CUES TO ACT IN CONSEQUENCE WITHOUT DEPENDING ON ANOTHER PERSON OR PERSONS?
Standardizing visual cues consists in easily distinguishing a normal situation from one that is not by means of a visible standard for everyone employing visual cues and supports (pressure gauges, counters, markings that denote the absence of a tool or when a material is running out).
For Standardizing to be effective, it also requires establishing how to act in the case of divergence.
Standardizing by means of Visual Cues helps to sustain the three prior phases. It is control “via default”, which allows rapid identification of abnormal situations or functioning.
IS YOUR WORKPLACE BETTER ORGANISED, CLEANER AND MORE ORDERLY THAN A YEAR AGO?
Sustaining Discipline consists in working at all times in accordance with established standards, assuming the commitment of everyone to sustain and improve the level of Sorting (Organising), Setting in Order and Shining (Cleanliness) in daily activities.
Within the context of the 5S, the term “DISCIPLINE” does not imply an obligation imposed by others. DISCIPLINE IS ACTING IN ACCORDANCE WITH WHAT HAS BEEN AGREED ON BY EVERYONE AS A RESULT OF THEIR OWN CONVICTION.
SUSTAINING DISCIPLINE is the result of repeated action in accordance with standards. Constant practice reinforces good habits.
If there is no discipline and good habits are not acquired, due to not following the standards and procedures designed for each phase, all the personal work and effort put into implanting the first four S will have been of very little use.
There will be a return to the prior situation in a matter of months or perhaps weeks. An excellent opportunity for improvement will have been lost, with the resulting dejection on all parts. This phase of “Sustaining Discipline” is important and absolutely essential.
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