INGENIEUR
Step 5-Sustain ( Shitsuke ) Purpose . Sustain is about instilling discipline and habit among members ( users and workers ) and other stakeholders so that they are equipped with the abilities to perform 5S . Method . A top-down management approach is essential to create the right discipline and habit . Careful strategy must be executed across the organisation and progress must be monitored closely .
There are three important steps which must be incorporated into the sustain strategy . These are :
1 . Leadership by example . It means management must take the responsibility to lead and be committed to the 5S movement . Executives and managers must be visible enough to be included in 5S activities together with their team members ( users and workers ). It is also highly recommended that the 5S movement be incorporated into the policies of the organisation . These are crucial signals to all members about the importance of 5S to the organisation and ensure total participation by all members . A continuous training programme is another effective way to instil the right habits for 5S activities .
2 . Monitoring . This emphasises tracking and assessing overall 5S activities and to ensure progress in meeting 5S objectives . An effective approach is to conduct a 5S audit by the plant manager . During the audit , members are given opportunities to explain and demonstrate that their improvements stemmed from 5S activities . This is a useful way to instil pride and confidence in having contributed good deeds to the organisation . Plant managers can reciprocate by giving praise . Indirectly this creates positive interaction between the plant manager and workers . Figure 5 shows the basic audit check sheet and 5S progress tracking list .
3 . Encouragement . This is a powerful method in developing internal passion for executing 5S to the best of one ’ s ability . Management may decide to give rewards to the best 5S team or the best contributor of improvement ideas as appreciation and motivation for recipients . The best team and their improvements should be promoted and other workers encouraged to benchmark against them . This will create a positive domino effect for members to stay committed and continue to participate in the 5S movement . Figure 6 describes the sustain steps and the overall interaction of the above five steps .
PRINCIPLE 3 : EMPOWER WORKERS AS INNOVATORS
During the industrial revolution , workers in the factories were told to park their brains at the door before entering the workplace . It implied that workers were meant to do tasks according to instructions and were not allowed to think or question . Only managers , supervisors , technicians or engineers were allowed to think or make adjustments to the work content . Until today , there are plant managers or supervisors who still believe in this style of management . The human being is blessed with a brain which can do endless things if given the proper coaching , training and opportunity . In addition , there is always room for improvement in every workplace , process and product . Workers on the shopfloor are at the frontline handling machines , materials and controlling processes to produce products . As new recruits , they may be inexperienced and have to work according to instructions but over time , they will pick up the know-how and may become an expert in their work . By providing proper training and right empowerment , the worker may become an innovator who can contribute positive improvements to processes , productivity and product quality . The target is not merely on big improvements but rather getting all workers to participate in doing continuous incremental improvements . Eventually the summation of all these improvements will add value to the plant and strengthen its competitiveness .
In Toyota , it has been reported that all levels of workers have been cultivated to consistently contribute improvement actions or kaizen to increase work efficiency , eliminate waste , speed up work flow , enhance safety and upgrade quality . Workers are treated as valuable resources and innovators . Their passion for change and
48 VOL 90 APRIL-JUNE 2022