| Source
Newsletter summer 1999 |
|
 |
Getting Clean, as Much Fun
as Getting Dirty
| Okay,
getting your facility clean may not be as fun as Mr. Bubbles
claims, but keeping it clean has its rewards. Maintaining
a clean and orderly workplace improves: |
| • |
Safety. A dirty, disorganized
workplace has more opportunities for slipping, falling
and injuries. |
| • |
Image. Cleanliness
is a great sales tool; customers see cleanliness as a
reflection of pride in work. Environmental regulators
believe it tells a lot about a company's compliance attitude. |
| • |
Quality. A clean,
well organized shop decreases the opportunity for mistakes.
Product is less likely to become contaminated with dirt
or other particles. Less waste is generated. |
| • |
Productivity. Employees
don't loose time looking for materials and tools. Most
employees feel better working in a clean environment.
It also takes less time to stay clean than it does to
get clean once dirty. |
5S's
The key components of housekeeping in the visual workplace
(a concept developed in Japan) are known as the 5S's; each
S is a Japanese word. Adopting the 5S's doesn't mean doing
an annual cleanup. It means keeping a facility clean all the
time—and changing bad habits.
1. Organization
seiri
Remove unnecessary items from the workplace and create measures
to prevent their accumulation. Discarding unnecessary materials
may be costly. Contact the Minnesota Materials Exchange (page
7) if some of the items could be useful to someone else. A
system to prevent future accumulation will save in the long
run.
2.
Order seiton
Create functional storage systems so employees can find what
they need when they need it. Processes should be laid out
to maximize efficiency.
3.
Cleanliness
seiso
Regularly maintain a clean workplace by picking up trash,
sweeping floors and cleaning machines. Have everyone perform
a five-minute daily cleanup. In the five minutes, people should
have dedicated tasks to carry out efficiently.
4. Standardized
Cleanup/Neatness seiketsu
Once clean, equipment and the facility should remain clean.
Keeping a shop clean must be part of normal work flow. Prevent
things from getting dirty in the first place to minimize the
need to clean. Machinery that leaks fluids should be repaired.
Cleaning up spills takes time away from making product.
5. Conduct
shitsuke
Train employees to maintain cleanliness standards. It may
take some time for people to change messy ways and make clean
habits.
Sources: Visual Control Systems, 1995;
and 5S for Operators: 5 Pillars of the Visual Workplace, 1996.
|
Going Clean
Like any new philosophy, time
is needed for all employees to adopt it. Management
support and regular evaluation is necessary. A two-year
time frame is recommended to fully implement the plan—and
integrate the philosophy.
When Chad Vogel started his job as
manufacturing manager at Control Products in Chanhassen,
he brought with him the philosophy of cleanliness. He
got management approval to implement the 5S's.
"We just said we don't accept
a dirty facility any more," Vogel said. Control
Products put the cleanliness standard in writing and
made sure it was put in place on the shop floor with
supervisors and all employees. "We cleaned and
arranged and got out there and did it all. We said this
is what we expect." The company's cleanliness reflects
the quality of their products.
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