Hi Joe, thank you very much for these videos, very useful. I was introduced to Lean a few years ago via 2S Lean from Paul Akers. I have to say I feel like 3S Sweep Sort Standardize is easier to understand, explain and get excited about. This might just be semantics and one could argue the missing two steps are contained in the 3S, but would be interested in your opinion and if you feel strongly about the full 5 steps versus 3S? Thanks again!
Hi, Thanks for your comment. Interesting point you make. 5S gets a little confusing when it comes to distinguishing the difference between Standardize and Sustain. I think as long as the method Sorts out the unneeded items, eliminates dirt and grime and what remains is controlled visually - its a good system. I think the main challenges beyond that are 1) Dealing with the items that were sorted out. Can't keep moving the mess around. Consultants never address the issue of dealing with sorted-out items. 2) There's no such this as sustaining. You either improve or regress. So there needs to be a plan for continuous improvement. Without it, regression occurs. I think 2S, 3S or 5S during a Kaizen event itself - its probably semantics.
Hi Joe, thank you very much for these videos, very useful.
I was introduced to Lean a few years ago via 2S Lean from Paul Akers. I have to say I feel like 3S Sweep Sort Standardize is easier to understand, explain and get excited about. This might just be semantics and one could argue the missing two steps are contained in the 3S, but would be interested in your opinion and if you feel strongly about the full 5 steps versus 3S?
Thanks again!
Hi, Thanks for your comment. Interesting point you make. 5S gets a little confusing when it comes to distinguishing the difference between Standardize and Sustain. I think as long as the method Sorts out the unneeded items, eliminates dirt and grime and what remains is controlled visually - its a good system. I think the main challenges beyond that are 1) Dealing with the items that were sorted out. Can't keep moving the mess around. Consultants never address the issue of dealing with sorted-out items. 2) There's no such this as sustaining. You either improve or regress. So there needs to be a plan for continuous improvement. Without it, regression occurs. I think 2S, 3S or 5S during a Kaizen event itself - its probably semantics.
@@Tools4T that makes sense thanks!