” home_label=”” separator=”>” show_categories=”” post_type_archive=”” show_leaf=”” hide_on_mobile=”small-visibility,medium-visibility,large-visibility” sticky_display=”normal,sticky” class=”” id=”” alignment=”” font_size=”” text_hover_color=”” hue=”” saturation=”” lightness=”” alpha=”” text_color=”” margin_top=”” margin_right=”” margin_bottom=”” margin_left=”” animation_type=”” animation_direction=”left” animation_color=”” animation_speed=”0.3″ animation_delay=”0″ animation_offset=”” wp_closed=”true” />

5S Initiative and Workflow in the Returns Area.

A 5S and workflow initiative carried out with all teams made it possible to reorganize the returns area, improving ergonomics, visibility, and safety.

Background

The entire team participated in the project: operators, the manager and assistant manager, production line supervisors, and IRP representatives, assisted by Lean Cubik experts.

It would have been a sure thing if:

  • The customer benefited from improved ergonomics, more space, and better visibility in the customer product returns area.
  • The production line managers were trained in the 5S method so that they could apply it at other sites.

The process:

  • A preparatory phase was necessary to ensure that all the conditions for the project’s success would be in place (logistics, availability, etc.).
  • The project took place over 6 full days (2 days, then 3 days, then 1 day, with a 3-week break between each phase). During the intervals, the project continued to move forward according to an action plan established during the on-site phase and overseen by the project manager.
  • Diagnosis: assessment of the current state, pre-assessment measurements, and mapping of the site.
  • Declutter, Organize, Clean: Remove unnecessary items; identify incoming, outgoing, and internal material flows; establish cleaning procedures (restocking of supplies and cleaning of the area); determine the frequency of supply use; designate zones for racks; and reorganize the area.
  • Standardize: Formalize the various areas (by product type and frequency of use). Define the audit plan and audit checklist. Implement a visual management system for the area. Draft a residual action plan.
  • Summary: Review of the project after 3 weeks; adjustments based on how the area has been operating. Introduction to problem-solving.

Our results:

“The 5S project was a collaborative effort and had a very positive impact. The department is much more organized, with a clear visual layout, a cleaner workspace, and a more comprehensive overview of operations. Since the project was implemented, the team has been moving around less, and safety risks have been reduced (there are no longer any instances of people and machinery crossing paths since the workflows were reorganized).” Eric M – On-site Manager