How do you align your standard work and 5S goals with your customer needs and expectations?

na minha vis?o, o Standard Work é um facilitador fundamental da melhoria contínua, pois ao estabelecer uma linha de base para as opera??es, as empresas podem identificar oportunidades de aprimoramento e implementar mudan?as de maneira mais eficaz. Isso promove uma cultura de aprendizado e inova??o, impulsionando a competitividade e a adapta??o às mudan?as do mercado. "Onde n?o há padr?o, n?o pode haver melhoria" -Taiichi Ohno

To do that we have to focus on understanding what your customer values most, like quality and timely delivery. For example Imagine a factory that makes custom car parts. The customer wants parts that are always high quality and delivered on time. To meet this: 1. Standard Work: The factory creates clear step-by-step procedures that all workers follow. This ensures every part is made the same way, reducing mistakes and keeping quality consistent. 2. 5S: The factory organizes tools and workspaces so workers can find what they need quickly and easily. This reduces delays and helps keep production on schedule. By following these steps, the factory aligns its work with what the customer expects: high-quality parts delivered on time

An often overlooked aspect of standard work and 5S is their role in fostering a culture of empowerment and engagement among employees.?When workers are involved in creating and refining standard work processes, they are more likely to take ownership of their tasks. Similarly, the 5S methodology not only organises the workplace but also instills a sense of pride and responsibility in maintaining it.? In order to achieve all these benefits, regular monitoring and taking action on the findings are essential. It ensures that these methodologies are not just static guidelines but evolving frameworks. Which will lead to sustained excellence, a motivated workforce, and enhanced customer satisfaction

5S is one of those simple tools which can be applied incorrectly, or given lip service too. When a team properly buys into 5S, they do so on a cultural level, appreciating how the steps can transform their local environment and how they work. 5S is also part of ‘returning to basic conditions’ and allows the team / organization to create a foundation for improvement, as well as seeing huge gains just from applying 5S. In some organizations it becomes the bedrock of a safety culture, as well as supporting standard operations across shifts / lines or sites. It is critical that operational teams lead their own 5S implementations, both for buy in reasons and to apply their expert knowledge of local processes.

La démarche 5S nécessite de bons Lean Leaders. Cette démarche d'amélioration de l'organisation des postes de travail peut paraitre simple. C'est vrai tant que l'on touche uniquement à l'environnement physique. Mais dès le 3ème S, on commence à transformer la culture. Pour cela, il faut absolument des leaders et pas uniquement des managers.

Integrating Voice of the Customer (VOC) techniques and customer journey mapping with standard work and 5S practices allows internal processes to be aligned with customer expectations, identifying and eliminating waste that does not add value from the customer's perspective. By analyzing direct feedback and the customer journey, it's possible to optimize and adapt standard work and 5S practices to address specific pain points and enhance the customer experience.