Laboratory Office Space 5S Project
Problem Statement: A laboratory office/write up area with an
inefficient layout and no logical structure to where people work. The area is frequently left in a disorderly state at the end of each respective shift.
Background
details: The area is
comprised of 42 desks. The department operates a 3 cycle shift (Monday to
Friday) and the total count of personnel sharing the area is 80. Approx figures
are 48 work on shift 1, 20 on shift 2 and 12 on shift three. An even split
across all shifts is not feasible from a financial perspective.
A typical desk not in use prior to the 5S project
Goals:
- To create a standardised layout for each of the write up area desks
- To create a more logical layout for the users of the area
- To incorporate the ‘hot desk’ model for the area
- To remove the need for pre-organised clean ups of the area
Benefits:
- 1. Using a standard model will increase the efficiency of locating team specific items i.e., testing schedule, lab notebooks, RFT data.
- 2. Adopting the 5S philosophy in a smaller area first will allow for future successful projects in other areas of the department.
Measure of success:
- Random 5S sustain inspections
- Monthly tour of the area by the relevant members of the Snr Management Group
Define
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The layout of the area was not
conducive to a logical flow of work. Collaborators were at varying ends of
the office space and some team were spread out across many rows. Some groups
has too much space and others did not have enough.
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Measure
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Data was gathered by an
independent assessor (TEFEN) for the department, in tandem a re-design of the
layout was drawn up to give each core group a minimal work space and adequate
storage.
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Analyse
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The majority of the data analysis was
completed by TEFEN and the laboratory group leader advised the consultants
and drew up the final plans for the office area layout.
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Improve
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The main root cause for the area
falling in to an unkempt is the large number of users who take no ownership
for the area. The office space was divided into ‘cells’ for each functional
group with a point person taking responsibility for each area. A system of
random inspection by their peers has been employed and results are made
visible to all users and management.
A ‘hot desk’ model has been
employed for each core team and a standard layout for each desk has been
established. Each desk is now identifiable with a ‘name plate’ and a
laminated picture of how the desk should be left after use.
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Control
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Every member of the department
has received training on the use of ‘5S’ and the training presentation is
included for induction of new employees.
The standard desk model has been
‘rolled out’ to all users of the area with each desk using a pictorial model
to remind them of how the area should be left.
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Project Summary: The 5S of the write up area for the
laboratory has been largely successful. The area has sustained to a very high
standard and all have followed the model set down including the adoption of the
‘hot desk’ principle. The project has now spread to the main laboratory benches
and other peripherals areas have started projects and have many others in the
pipeline. 5S is a continuous process and its success hinges on constant small
improvements made by the users and lean six sigma core team.
A typical desk not in use prior to the 5S project
