Yes, you read it right. This article is about 6S and not 5S as some of you might think.
In February 2002, Mr Tom Browning, Director, Electronic Directorate, Ogden Air Logistics Centre, directed the LE change agent, Capt. Kerry Sparks to begin a 6S effort throughout the Directorate.
6S is one of the primary and most basic Lean tools, which focus on workplace organization and cleanliness. Each "S" represents one step in the progression of implementation:
1S - Sort (eliminate what is not needed)
2S - Straighten (organize what belongs)
3S - Scrub (clean up; see and solve problems)
4S - Standardize (determine who does what and how)
5S - Safety (discover and resolve unsafe working conditions)
6S - Sustain (self discipline; keep things in order)
2S - Straighten (organize what belongs)
3S - Scrub (clean up; see and solve problems)
4S - Standardize (determine who does what and how)
5S - Safety (discover and resolve unsafe working conditions)
6S - Sustain (self discipline; keep things in order)
The plan developed by the Core Team and Consultants called for implementation in four separate divisions (Generators, Electronic and Instruments, Avionics, and PMEL) within a three-month period. The process to accomplish this consisted of 4 major phases.
Phase I
After identifying team members and a point of contact within each shop, every member of the shop attended a 6S orientation session to ensure a common understanding of the purpose behind, and the activities associated with a 6S campaign. Following the mass orientation, team members then received specific training on the intricacies of 6S to include procedures, expectations, and desired outcomes.
After identifying team members and a point of contact within each shop, every member of the shop attended a 6S orientation session to ensure a common understanding of the purpose behind, and the activities associated with a 6S campaign. Following the mass orientation, team members then received specific training on the intricacies of 6S to include procedures, expectations, and desired outcomes.
Phase II
The process continued with each branch/shop team first "red tagging" (sort) unnecessary or infrequently used items in their work area. Actual 'red tags' were placed on every item that needed better organization, was out of place or inconvenient for the work process, was a safety hazard, or was scrap or excess. Red-tagged items were each assigned a control number, which was entered on a log, and unnecessary items were moved to a designated "hold" area for disposition. The responsible supervisor then reviewed items in the red tag hold area before a final determination was made.
The process continued with each branch/shop team first "red tagging" (sort) unnecessary or infrequently used items in their work area. Actual 'red tags' were placed on every item that needed better organization, was out of place or inconvenient for the work process, was a safety hazard, or was scrap or excess. Red-tagged items were each assigned a control number, which was entered on a log, and unnecessary items were moved to a designated "hold" area for disposition. The responsible supervisor then reviewed items in the red tag hold area before a final determination was made.
Phase III
Once unnecessary items were removed, the teams began the process of organizing (straighten) the remaining items to facilitate the workflow. Everything from machines, to work benches, inventory, shelves, cabinets, and files was addressed. Permanent/best "home" locations were identified and marked with tape and labeled so there was a place for everything and everything was in its place. Safety equipment and potential hazards received special attention during this phase. Once "home" locations were identified, everything was dusted and cleaned (scrub) as individual items were put into place.
Once unnecessary items were removed, the teams began the process of organizing (straighten) the remaining items to facilitate the workflow. Everything from machines, to work benches, inventory, shelves, cabinets, and files was addressed. Permanent/best "home" locations were identified and marked with tape and labeled so there was a place for everything and everything was in its place. Safety equipment and potential hazards received special attention during this phase. Once "home" locations were identified, everything was dusted and cleaned (scrub) as individual items were put into place.
Phase IV
After each branch/shop team completed their initial 6S effort, the next step was to assign individual responsibilities for maintaining the established housekeeping standards. Each area was divided into 6S 'zones' and a map was placed on the shop 6S board so everyone was aware of their involvement. Everyone in each shop now had a role to play in ensuring the gains which had been achieved, were maintained and improved upon. Moreover, as each shop completed their initial 6S clean-up and organization, the LE core team and shop supervisors began an audit process so improvements could be noted and shared within the organization. The audit checklist was developed by the LE core team and allowed for scoring in each of the 6S categories with a perfect score being 55 points. The purpose of the audit process was to initially raise the standards of each shop to a minimum plateau of 20 points.
After each branch/shop team completed their initial 6S effort, the next step was to assign individual responsibilities for maintaining the established housekeeping standards. Each area was divided into 6S 'zones' and a map was placed on the shop 6S board so everyone was aware of their involvement. Everyone in each shop now had a role to play in ensuring the gains which had been achieved, were maintained and improved upon. Moreover, as each shop completed their initial 6S clean-up and organization, the LE core team and shop supervisors began an audit process so improvements could be noted and shared within the organization. The audit checklist was developed by the LE core team and allowed for scoring in each of the 6S categories with a perfect score being 55 points. The purpose of the audit process was to initially raise the standards of each shop to a minimum plateau of 20 points.
The result of this intensive effort was the establishment of a 6S system to support the noteworthy improvements made in each area as 6S was migrated throughout the Directorate. Equally important were the results of the inspections conducted by the HQ Air Force Material Command Inspector General teams in June.
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