eventually transform and look. There’s an often-used term in the LEAN world of “there’s a place for everything and everything in its place.” After the event area has had everything identified that will be returning and set in place, everything in that area, such as shadow boards, transfer carts and material benches, are all painted with a specific color designated for use only in that production area from that day forward. All tools, pallet jacks, pallets, brooms, dustpans, mops and any other daily use items all have very specific and designated locations with visual controls such as distinct visual tape to clearly mark where an item belongs when not in actual use. One of the most common challenges many companies face early on is with its shadow boards. While it is one of the most efficient and visual ways to make sure you have all the tools necessary at the point of use, other employees outside of that area know exactly where to go if they can’t find their own tools. Therefore, keeping every tool in place is often a challenge until the entire production room has been through a 6S event. DAY 5: Sustainment, Sustainment, Sustainment! Sustainment is not only the hardest part of 6S, but the entire LEAN journey itself. There will be countless opportunities identified and improved upon by team members during the event week, delivering spectacular results and accomplishments. However, as humans, we are creatures of habit and like to go back to our comfort zone. This is the most critical part of the entire process where, if left unchecked and unsupported after the conclusion of the event, the waste will eventually creep back in and a company’s investment will end up being an expense. One very valuable sustainment tool and best practice is to establish visual boards designed to identify in real time whether or not the 6S visual controls established during the event week are being sustained. With strong visual controls established (remember a place for everything and everything in its place) anyone should be able to walk through a work area that has undergone the 6S process and be able to tell at a glance if there is anything missing or out of place. Many senior leaders often comment that the 6S process itself looks so easy that they don’t understand why everybody doesn’t just do it. The answer to that is always the same: sustainment, sustainment and sustainment. If an organization can’t sustain the foundational improvements of 6S, they really need to think long and hard before taking the next step in the LEAN journey (Standard Work), which is ten times harder than 6S to sustain. Cultural Change & Evolution The greatest single asset any company has is its employees; they are the true experts and, once truly engaged and empowered to make change, become an unstoppable force. Driving true change to organizations operating culture and work habits does not happen overnight and there are no shortcuts to the CI (Continuous Improvement) process. The week-long events are as much about the learning as it is about the actual results. For organizations that are truly committed to the LEAN process, it typically takes up to 18 months and multiple kaizen events (kaizen is the Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc.) before one starts to see a dramatic shift in the work culture. Once a workforce feels truly empowered and that its ideas are being deployed in the production process, then the real power behind CI begins. It is at this point that significant improvements not only increase at an exponential rate, but you start to see a much more positive, engaged and dynamic workplace. ATI is now entering its 10th year of practicing LEAN and couldn’t be prouder of its employees, customers and suppliers who have fully supported our cultural evolution within the contract packaging industry. Pat Bergin has a long and extensive LEAN background learning from/working with Shingijutsu LTD (Japan), Art Byrne (Danaher, Wiremold, J.W. Childs)and George Koenigsaeker (HON, Danaher, Simpler Consulting). Spray The tipper before (left) and after. A work station before (left) and after. 34 Spray April 2017
SprayApril 2017
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