In practice, companies often hire consultants to implement a 5S program. Their role is to:
The classic approach looks something like this: a pilot area is selected in the plant, and then the change process takes place over about two weeks. It consists in reorganizing the space and determining new organizational practices. This part of the process usually works very well.
It is only once the consultants have left the premises that the problems begin. I’ve seen it as an in-house Lean Manufacturing specialist, I’ve seen it as a consultant; it’s always the same old story: organizations are able to implement 5S, and other lean systems, but not to sustain them. However, the principle of that lean approach is very clear on this: Shitsuke means discipline!
Being disciplined implies that a manager is accountable for maintaining and improving the practices and principles implemented through 5S. In reality, however, front-line managers underestimate this responsibility and therefore neglect it.
Result - teams fall back into their old habits:
A number of factors can explain this behavioral problem, but I have observed several trends:
Employee discipline and maintaining best practices depend largely on on-site management. No project will last if the manager’s role is misunderstood, especially if they value the resolution of emergencies and administrative work, or even manual work, at the expense of maintaining the improvement practices that have been implemented.
Managers are the cornerstone of organizational performance, and actions can be taken to improve the situation:
Try taking a different approach by focusing on management behaviors, and you’ll get much better results than in your previous attempts.