World-Class, Lean 

Performance in the SMEs - Small and Medium Enterprises - by Carlo Scodanibbio, Industrial & Business Consultant - 

Lean Management Consultant
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Carlo Scodanibbio
Industrial & Business Consultant
Lean Management Consultant

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Lean Disciplines: SOCO (5S)

In any industrial sector (manufacturing - project/construction - service), the SOCO approach is generally and very rightly considered to be the starting point of any lean initiative.
What I call SOCO is my simplified and westernalised version of the famous Japanese 5S.

SOCO (5S) SOCO stands for:

S for SELECTION: in any productive area (be it a factory or part of it, a construction site, a filing cabinet, an office, a workbench, a desk, a drawer of a desk, a store or a computer....) we must clearly distinguish between what is "needed" (and thus must be kept) and what is "un-needed" (and therefore must be discarded).
This applies to: materials, tools, jigs, dies, consumables.... computer files and even paper of any sort.
What is needed must be kept in an orderly fashion (see below) - what is not needed must simply be disposed of in a definitive way.

O for ORDERLINESS: having decided what is needed and must be kept (while all the un-needed has been discarded), now we have to keep it in an orderly way. "Orderly" simply means that whoever concerned with the use of that something will know:
- where to find it
- how to use it
- and when and how to put it back

C for CLEANLINESS: this means that every working area must be kept neat and tidy - which applies not only to floors and machinery, but also to: walls, ceilings, light fittings, cabinets, workbenches, storage areas, desks, etc.
Obviously, cleanliness is first of all a "state of mind". The "clean" mind will not only tolerate any untidiness in a working area, but will also creatively invent ways to prevent any dirt being produced and spread to begin with.

O for OBEDIENCE: we need to instil obedience and discipline in everybody's mind, so that rules will be adhered to - the 3 rules above to begin with, and any other simple (and non-bureaucratic) rule that we need to apply to any working area.

a manufacturing concern cannot be of high level unless there is a valid SOCO approach throughout
and a factory or any working area can start deteriorating in a matter of moments if the right SOCO approach is lost
a neat, clean, organised and disciplined working concern has high productivity, low defectiveness, and delivers on time

With SOCO:

  • WASTE IS VERY LOW:
    unnecessary goods of any nature are eliminated - unnecessary storage and storage space/administration/management are eliminated - unnecessary searching is eliminated - non value-adding activities are minimised
  • SAFETY STANDARDS ARE VERY HIGH:
    orderly placement of materials, jigs and tools prevents hazards - in clean and tidy environments failures of any nature are discovered faster - in such an environment people are extremely safety conscious - safety equipment is found more easily and timely
  • EQUIPMENT HAS VERY HIGH EFFECTIVENESS (OEE) :
    cleanliness is the first step of a good autonomous maintenance system - visual control/inspection of equipment becomes much easier - obedience to procedures and rules is the best guarantee that machines will be kept in top class conditions and never abused or mis-used
  • OUTPUT PRODUCTS SHOW HIGH QUALITY:
    defects are discovered and prevented much more easily - errors and mistakes are less likely to occur - QC equipment is kept in tip top conditions - QA procedures are adhered to - people are much more conscious of their role i.r.o. quality matters, and feel more responsible
  • CHANGE-OVERS ARE FAST:
    proper orderliness of dies, jigs and tools is a prerequisite for QCO - in clean conditions efficiency during changeovers rises to high levels - in a neat environment it is much easier to analyse operations and bring improvements
  • DELIVERIES ARE ON TIME:
    drastic reduction/elimination of waste and defects is a prerequisite for faster deliveries - cleanliness and orderliness allow to focus better on value-adding activities, thus reducing lead-times

In SOCO enterprises morale is high, absenteeism is low, productivity is enhanced


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