【5S Consultation】Several common problems that arise during the implementation of 5S management in domestic companies

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　　With the adoption of 5S management by domestic companies, Hua Tianmou, a 5S management consultant, said that many firms want to implement 5S management programs. However, before doing so, they have questions: what problems might arise during the implementation of 5S, and could it lead to failure? Next, let’s discuss the several common problems that arise during a company’s implementation of 5S. 　　Why is this the case? There are many reasons: lack of attention from senior management, treating 5S as a mere campaign, believing that 5S is just about doing thorough cleaning, unprofessional leadership, inadequate training and guidance, and a lack of systematic implementation... In fact, aside from technical aspects, what’s important is that there are issues with people’s understanding and awareness of 5S. 　　So, next, how can we truly understand what thorough 5S is! 　　5S is not simply about marking lines, positioning items, and cleaning. If it reduces to just that, it won’t be sustainable, as it causes trouble for employees rather than providing convenience. Only when people can see the benefits will the 5S initiative be able to continue. You’re doing it just for looks; if you simply pursue aesthetics, employees certainly won’t persevere. Just as water and oil separate from each other and don’t mix, how can employees keep going? 　　The 5S state must be maintained at all times, rather than only before or after work. If it is done for just 5 minutes before or after work, it indicates that standardization is not adequate and has not been integrated into daily work. 5S is easy to implement and operate, but difficult to maintain; achieving the ideal goal of 5S, which is a culture of discipline, is by no means easy. Based on surveys of nearly 300 customers, the 8 most common problems encountered when companies implement 5S are as follows: 　　　　• Inability to integrate 5S into daily work 　　When 5S is first introduced, many employees treat it as an additional task to be carried out only when required, rather than doing it in a deliberate and planned manner as part of their regular duties. 　　　　• Resolving potential conflicts between 5S and daily production The main function of manufacturing companies is to produce goods in order to generate profits; therefore, although many companies recognize the importance of 5S, deciding how to handle the resource conflicts that arise between production activities and the implementation of 5S poses a significant challenge. 　　　　• Effective techniques and methods for ongoing implementation The biggest challenge with 5S is persistence; therefore, techniques and methods for continuous implementation are very important. Yet, effective techniques and methods for such ongoing efforts are often what we lack. 　　　　• Becoming part of the corporate culture is a natural progression. It starts with systems, evolves into habits, and then turns into culture. The establishment of a corporate culture is a gradual process. Although the final element of 5S is persistence, there is still much work to be done: figuring out how to integrate 5S with the company’s current situation, how to use 5S to develop more comprehensive corporate systems, and how to turn 5S into habits that ultimately form the company’s culture. 　　　　• It is impossible to establish an effective incentive mechanism. The design of such a mechanism usually varies depending on factors such as time, location, and the target group ； It is worth exploring how to establish an incentive mechanism to promote the implementation of 5S. 　　　　• Establish a evaluation standard system for 5S activities. In our usual understanding, 5S is not easy to quantify, and that is indeed the case; for example, it’s basically impossible to quantify the extent of cleaning. But does this situation really mean that it’s impossible to establish an evaluation standard system? 　　　　• True employee recognition and engagement Some companies, when implementing 5S, often have the impression that it is only the managers or other senior officials who use the 5S tools, while employees merely follow orders mechanically without truly participating in the advancement of the project. 　　When 5S is treated as a sort of campaign, with requirements tightened at times and standards relaxed at other times, the implementation of 5S yields mixed results, preventing steady progress and improvement.