Aligning 5S and DMAIC for Process Improvement

All too often, process improvement coaching candidates struggle to find practical and effective process improvement ideas to use for their certification projects. I often recommend integrating two well-established methodologies: 5S and DMAIC. When you look at what each approach is doing, you, too, might see the alignment.

Drawing from my personal experience from my Lean Six Sigma Green Belt certification, I successfully completed a 5S project in a tool crib at a local Boeing operation. As a team, we hosted a five-day rapid improvement/kaizen event and delivered $125K in hard savings. This experience streamlined operations and demonstrated the profound impact of orderly and efficient processes in a manufacturing environment.

Understanding DMAIC

If you’re new to Lean Six Sigma and the DMAIC process, DMAIC stands for Define, Measure, Analyze, Improve, and Control. Gemba Academy has a great new, eight-video overview course that explains the approach in only 12 minutes. The DMAIC process is a core part of Lean Six Sigma projects but is widely applicable in various process improvement scenarios. Each phase focuses on a different aspect of an improvement project, from identifying the problem area to implementing solutions that overcome the root cause and ensuring they are sustainable.

Understanding 5S

The 5S system is a method for creating and maintaining an organized and clean workplace. The simple five steps — Sort, Straighten (or Set in Order), Shine, Standardize, and Sustain — are designed to expose waste and make it easy to identify problems or abnormalities as they emerge. Implementing 5S eliminates waste, streamlines work processes, improves the overall operational workflow, and saves money.

Correlations Between 5S and DMAIC

Combining the structured approach of DMAIC with the organizational clarity of 5S can lead to significant improvements in any process. These methodologies, though originating from different philosophies, complement each other and drive efficiency and quality in projects. For those looking to embark on or mentor a certification project, leveraging these steps can provide a robust framework for achieving tangible and sustainable improvements.

Define

Define is a standalone step not aligned with the five steps in 5S, but it initiates the entire project.

In the Define phase of the DMAIC process, the focus is squarely on identifying and clearly stating the process that requires improvement, the quantified problem that needs to be solved, and the quantified impact on the current business. This phase involves gathering the voice of the customer (VOC), determining the business need (voice of the business), defining the project goals, and measuring the current problem (voice of the process). It is crucial to identify the scope of the project, the stakeholders involved, and the team members involved. These things are formulated in a project charter. This initial step sets the stage for all subsequent phases by providing a clear direction and a well-defined project. This ensures that the team remains focused on addressing the right issues.

In the Define phase of DMAIC, several tools help clarify the problem and define the project’s scope effectively. These include:

• A Project Charter, which is a document that outlines the project’s purpose, scope, and goals, along with key stakeholders.
• A Primary Metric Chart that shares the quantified defect in a visual manner.
• A SIPOC (Suppliers, Inputs, Process, Outputs, Customers) Diagram provides a high-level overview of the process to be improved.
• Voice of the Customer (VOC) / Voice of the Business (VOB) Tools: Techniques such as interviews, surveys, and focus groups are used to gather customer requirements and expectations. At Gemba Academy, we teach the Three Voices Scorecard in the School of Six Sigma.
• A Stakeholder Analysis is a change management tool that helps identify and evaluate the project’s impact on those involved or affected.
• When preparing for a 5S effort, following a DMAIC approach, it is important to capture the quantified situation in three ways. These ways are outlined in the following tools:
  Initial Pictures are taken of the area in question, which show disorganization and the overall messy situation.
• A 5S Audit is used pre and post to a project to qualitatively measure the state of the situation.
• The project lead can conduct a Pre-project Timing Study. Identify 10 to 20 items that are used regularly in the work area. Measure how long it takes for people to find and employe these items for work. Then identify the average number of times these items are used per day or week. The average time it takes to find and employ an item, multiplied by the number of times they are used on average can bring you to an average of annual time spent looking for important work items.

Measure and Analyze aligned with Sort

DMAIC: Measure and Analyze

In the Measure phase of the DMAIC process, the focus is on gathering data to establish a baseline for the current performance of the process. This involves precisely measuring key aspects of the current system to identify areas for potential improvement. Following this, in the Analyze phase, this data is scrutinized to identify the root causes of inefficiencies or defects. The aim is to discover why defects are occurring and where the process deviates from performance standards.

5S: Sort

In the Sort step of 5S, the focus is on eliminating unnecessary items from the workspace. This involves going through all tools, materials, and documents, and keeping only what is essential to the daily operations. Non-essential items are red-tagged and removed, which helps in reducing clutter and freeing up space.

Correlation between Measure/Analyze and Sort

The correlation between the Measure and Analyze phases of DMAIC and the Sort step of 5S lies in the focus on identifying and removing non-value-adding elements. In DMAIC, data measurement and analysis help pinpoint inefficiencies within the process, akin to how sorting in 5S identifies and removes unnecessary physical items that hinder workflow.

Tools Used

For DMAIC’s Measure and Analyze phases, tools like statistical software for data analysis, process mapping to identify current workflow, and cause-and-effect diagrams to track down root causes are commonly used. In contrast, 5S’s Sort step utilizes red tags for identifying non-essential items, digital or physical sorting checklists to streamline the process, and perhaps even the 5S audit sheets to understand what is happening and ensure compliance with sorting criteria.

Improve aligned with Set in Order and Shine

DMAIC: Improve

The Improve phase in DMAIC involves developing and implementing solutions to the problems identified during the Analyze phase. This could involve process redesign, elimination of waste, or introduction of new methods or technologies to enhance process efficiency and product quality.

5S: Set in Order and Shine

Set in Order and Shine are the second and third steps in the 5S methodology. Set in Order involves organizing all tools and equipment to promote efficiency, often following the principle of “a place for everything and everything in its place.” Shine focuses on cleaning the workspace and equipment, ensuring that everything is maintained in perfect condition for optimal performance.

Correlation between Improve and Set in Order/Shine

The Improve phase of DMAIC aligns well with both Set in Order and Shine in 5S, as all these steps aim to optimize the workspace for efficiency and effectiveness. By organizing and cleaning, Set in Order and Shine ensure that improvements are physically supported by an orderly and efficient environment, much like how DMAIC’s Improve phase seeks to solidify gains through better process design and implementation.

Tools Used

In the Improve phase of DMAIC, tools like pilot runs to test new processes, kaizen for continuous improvements, and workflow diagrams to propose new process layouts are common. For Set in Order and Shine in 5S, tools include labeling systems, shadow boards to outline where tools should be placed, and cleaning schedules to maintain a clean working environment.

Control aligned with Sustain and Standardize

DMAIC: Control

In the Control phase of DMAIC, the focus is on maintaining the gains achieved through the Improve phase. This includes implementing control systems to monitor processes and ensure that any deviations from the target are corrected before they result in defects. Also, during this phase, we measure our results and benefits.

5S: Sustain and Standardize

Sustain and Standardize are the fourth and fifth steps of 5S. Standardize aims to formalize best practices in the work area, ensuring the improvements and efficiencies established during the earlier phases are consistently applied. Sustain focuses on maintaining these standards and continuously improving, which involves training, regular audits, and employee involvement.

Correlation between Control and Sustain/Standardize

Control in DMAIC and Sustain/Standardize in 5S are about embedding improvements into daily routines. By standardizing best practices and using controls to maintain process integrity, both methodologies ensure that improvements are achieved and sustained over time.

Tools Used

Control phase tools in DMAIC include statistical process control (SPC) charts, control charts to monitor ongoing production, and response plans for when processes go out of control. For Sustain and Standardize in 5S, tools might include visual management systems, regular 5S audits, and continuous training programs to reinforce the standards set. Using pictures of the improved area, a new audit compared to the original audit, and refreshed timings, we can measure our results and benefits.

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