|
08/20/2012 12:28 PM
|
|
|
Hi,
I am coming up in a initial review at work and was curious in doing some salary research what job category and title my position as the 5s coordinator falls under? I graduated with an industrial engineering technology degree.
Thanks for any input!
|
|
|
|
|
08/28/2012 11:36 AM
|
|
|
In some circles, you may compare the role to a QA Manager or a business consultant.
As with most other skills, the more practical experience and accomplishments the more your value to other companies.
|
|
|
|
|
08/28/2012 11:36 AM
|
|
|
Quality manager or business consultant.
|
|
|
|
|
08/30/2012 07:11 PM
|
|
|
Job category: Industrial Engineer. With the knowledge, skill and ability to use engineering in the continuous improvement role you are currently in.
If you search the government's official classification or categories of jobs I'm not sure there is an official position 5S Coordinator. The individual skills and knowledge you have can be identified in functions of other categories such as Project Leader/Manager (depending on your level of control in the process).
Write each of your skills and abilities down and take them in to your review for discussion with your manager.
Regards
Billy
|
|
|
|
|
08/31/2012 10:10 AM
|
|
|
Thank you very much. I suppose that is why I've had so much trouble categorizing the job title. I have been searching endlessly for some sort of industry input. The responsibility is vast as I am overseeing the implementation over a 600+ employee facility. The experience is priceless as I move forward with my career as the current state of the plant is at the ground level of the five pillars.
As you mentioned, I apply my engineering training and leadership experience endlessly. One day I may be redesigning a particular areas floor layout, or designing a lean workstation while on another day conducting operator level 5S training or holding mini-kaizens with supervisors and managers.
I greatly appreciate the responses as I was hoping someone would find similar value in the skills required for the job. I am the first person to take on the role in the facility and coming into my initial review I needed some backing going into negotiations. I take my role very seriously here in opening the eyes of everyone to the benefits of planting the "seed" of LEAN, but needed some direction in proving the value of the position.
Thanks again.
|
|
|
|
|
09/05/2012 09:54 AM
|
|
|
Food for thought when applying 5S is this: The formula for 5S can be described as "3S + 2S = 5S." The first three S's deal with the aesthetics and the final two S's deal with ensuring things remain up to identified standards. The first three S's of Sort, Straighten, and Shine deal with identifying the needed and unneeded (Sort), having a place for everything and everything in its place (straighten), and ensuring the area is pleasing to the eyes (shine). Many have made the mistake of thinking that once a place looks good they must have attained a "5." This is not true. If the place looks immaculate, then that means the area may have attained a "3."
In order to attain the final two points on the 5S scoring, the area should have things in place which ensure the area remains in its' immaculate condition. This includes parties who are responsible for keeping the area up to standards, as well as auditors who are responsible for auditing the area. This may also include a method of capturing issues which arise and are detrimental to the area's 5S maturity/sustainment. Having a method of capturing issues is one of the most important things to implement. This helps justify the scoring and provides clear guidance to the area on how to improve the overall score. Ultimately the 5th S is attained when the area personnel have completely embraced the 5S way of life, and no longer need prodding, reminding, or coercing to ensure the area is up to 5S standards.
|
|
|
|
|
09/06/2012 12:12 PM
|
|
|
I am in the same position Hartmut! My position as Lean Co-Ordinator/Manager was created to get my company on the "Lean Scene". I have come across many road blocks from the folks on the floor, but after alot of time spent with them and explaining whats in it for them, they seem to be putting forth an effort with regards to the first 3 S's.
I too am running continuous improvement meetings, and co-ordinating kaizan events one day, and designing shelving and workstations the next. I've been searching for industry advice, but this is hard to come by for a mid size shop that fabricates many one off's of equipment in one building, a foundry in another, heat treat and finishing in another and a machine shop in yet another. SPC doesnt apply in any.
Upper management "says" they are all for going lean, but fail to understand how large the first 3 S's are around here.Its hard to get them to walk the walk and talk the talk. Ive asked consultants, and of course they want to come in, tell their story and leave. This doesnt help.Its a full time job! Ive been searching for training, and alas I have found none. Seems the "school of hard Knocks" is the only education for co-ordinators. Fortunately my time in the automotive industry has provided a spring board for my vision for leading change.
|
|
|
|
|
09/07/2012 10:20 AM
|
|
|
Ruthann, Hartmut,
Take heart in knowing that you are on the right path. I have been our company's sole Continuous Improvement coordinator for 10 years and the past 3 years our company has put in place a Continuous Improvement manager. We too brought in consultants with the understanding that their role was to help us understand the importance of upper managements role in continuous improvement and the improtance of our peoples input. The hard knocks as you call them are experimentations and the drive to just go do it. No doubt you are both well educated in lean processes so I would continue to encourage you to keep searching for your answers and keep experimenting. Our continuous improvement journey has netted us the top manufacturer in our industry so keep at it; you will see a return on your efforts.
I am not impling that I have done this on my own on the contrary; my first "boss"/manger was our companies VP without his buy in I'm not sure how far we would be in our journey but I do know I would have continued to help our company see the whole (if I can use that phase)
If you would like to continue our conversation in depth please email me
Regards
Billy
|
|
|
|
|
09/07/2012 10:20 AM
|
|
|
Exactly. Suggestions are the easy part. Implementation is where the work is truly cut-out.
If I might ask, what type of resources are being made available for you? As far as time or personnel set a side for your projects?
Happy to have met someone else on common ground. Looking forward to sharing my journey!
|
|
|
|
|
09/07/2012 02:23 PM
|
|
|
Hartmut
My role is continuous improvement specialist so most resources are available to me. Here is how the resources were used.
Year 1 & 2 - Reading and implementing material on 5S and TPM (several companies start here)
Year 3 - Partner with select customers to benchmark. Also Lean summit
Year 4, 5, 6 - State manufacturing excellence consortium. Partnered with a customer who is also on a Lean journey to participate in a Kaizen at their facility. Hired a consultant group to help conduct Kaizen at our facility. Multiple publications on continuous improvement implementation. LEI forums and newsletters (any material from Jim Womack, John Shook, Jeffery Liker and many more)
Year 7 - State manufacturing excellence consortium developing strategic planning. Bench marking companies other than our customers.
Year 8, 9, 10 - Experimenting
List of resources:
1) Management group (bought in). Our journey started with them, we had open talks about what we were getting into and how to begin our journey
2) The states manufacturing excellence consortium
a) They conducted a "Lean 101" to show the benefits and at a high level the lean tools available, mandatory attendance for front line supervisor and up.
b) They assisted us in strategic planning
3) Partnered with a select group of customers also on a Lean journey, benchmark their approach to ours.
4) Hired consulting group to help us in three areas
a. Customer support and voice of customer
b. Team work training for all front line supervisors and managers to include upper management
c. Multiple Kaizen to immerse our culture in the improvement process
5) Continue to educate myself in the principles and practices of continuous improvement to help drive the change needed to keep us moving in the right direction
6) Lastly we never stop experimenting
I hope that answered some of your question
Regards
Billy
|
|
|
|
|
09/07/2012 02:29 PM
|
|
|
Ruthann,
I have experienced similar issues. I believe when you read and hear the experience of others you'll find it is true you may have to take some hard knocks. Is your upper level management group involved in the 5S? Do they literally roll up their sleeves on a 5S? Are they "opening" kickoff meeting to tell the team why you are doing conducting the event (5S)? Are they at the kickoff meeting talking to the team explaining how valuable the employees are and why the employee was chosen to participate? You may not be able to change the management group overnight but you can influence how they see their role in the success of your customer, your team and your company.
Regards
Billy
|
|
|
|
|
09/12/2012 12:07 PM
|
|
|
Great point again Billy. I find myself being responsible for any and all kick-offs not to mention anything related to 5S.
I'll give it a nudge.
|
|
|
>
Community >
Forums
Send to a Friend
