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5S Supply is pleased to announce that it now carries the Cobra VnM8 SignMaker. This highly versatile and cost effective sign making unit is simple to operate. No more waiting for signs; all you have to do is type and print!

What’s nice about this unit is that it is simple and easy to use compared to other large printers. You can start printing right away with custom templates preloaded into the software. For even more customization we recommend the VnM LabelDirect software package. This offers all the features you would expect from a professional labeling package including database integration, copy fitting, variable graphics, serial numbers and industry standard linear and 2D barcode symbologies; plus many other unique features. We highly recommend this software to maximize the capabilities of the VnM8.

This unit is not just for manufacturers; this is a perfect solution for hospitals, labs, stores and more.

Save time (and money!) because you don’t have to wait two weeks or more for an outside sign shop or deal with minimum order quantities. This could save you up to 50-80% compared to online or print shops. You want it, you print it. The Cobra VnM8 has tons of media and label choices that are up to 70% lower costs compared to other printing systems. Overall, if you want to make you workplace visual and lean the VnM8 is extremely cost effective solution.

We carry several media types and ink sizes and colors to choose from including:

  • Vinyl
  • Reflective
  • Fluorescent
  • Glow-in-the-dark
  • and Magnetic
  • Ink rolls 6″ or 8″
  • All in a variety of colors

Features:

  • Custom Signs and Labels 4″ to 9″
  • No PC Needed
  • Simple, Easy to Use
  • Print over 50 symbols

Applications:

  • OSHA Signs
  • ANSI Signs
  • Custom Signs
  • HazMat Signs
  • Custom Labels
  • Vehicle Signs
  • Biohazard Signs
  • Forms and Procedures
  • One-point Lessons
  • Drum Labels
  • Facility Signs
  • 5S Labeling
  • and much, much more!

Click here for more information>> VnM8 SignMaker

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The following post is from our comprehensive benchmarking survey and free eBook “The Very Best of 5S”.

Happy 5S Team

Happy 5S Team

The respondents were very generous with their suggestions on how to gain managements support. Here is an unabridged sampling of the ideas:

  1. Get them to do audits
  2. TRY to get them to come to lean presentation and/or opening closing sessions for Kaizen events
  3. They have been told to participate as part of their work goals
  4. Demonstrate the non-value time reduced by searching for items. The positive gains for staff and the patients [customers].
  5. Show results and find savings
  6. Steering Committee Meetings, strategic project directly tied to profit
  7. Presentation of the program, benefits and savings, customer appeal and smoother operation of company and reduction of concerns.
  8. It all needs to come down to money saved or made.
  9. Showing results of other areas.
  10. Encourage them to be actively engaged in the process & process audits; along with quick hit results via before and after conditions
  11. Adding it to their performance and tying it to their bonus.
  12. Conduct a 6S event so they can observe the results
  13. Find out what works and then have to share and promote those improvements
  14. Continuous improvement leads to better results and positive results always draw attention
  15. Quick Kaizen style power points demonstrating the power of simple fixes and how it impacts KPI’s and employee morale.
  16. I promote Go and See and before and after photos.  Once they see what we have accomplished they have a better understanding.  I have led some very successful kaizen teams in the year I have been here which is has built their trust in the program.
  17. 5S Report outs at Monthly Management Meeting updates.  Report outs to the Board of Directors. Sharing results.
  18. Pictured results are worth a thousand words…
  19. Via teaching
  20. Communicate our success with other internal locations.  Leadership can use this as bragging rights and motivation for other sites to step-up.
  21. Linking the 5S initiatives to the productivity of the area and showing financial benefits.
  22. Communication and tie in to vision—and tell a real story/experience
  23. Cost benefit/savings/bonus.
  24. Sell the positive gains.
  25. Keep suggesting ideas and find someone in the upper levels who can carry your messages forward.
  26. Data, we are a data driven company; audit results from our external auditor are reviewed by the entire plant.
  27. In our organization it actually took restructuring of lower level managers to increase the support for 5S.  However that shows the executive level cared and wanted a change to take place.  Now we have full support and mandates that help us when we deal directly with the shop floor.
  28. Take executive management on tour of the facility, have the staff tell them about what they have accomplished.
  29. Quantify improvements.  We measured cycle time to complete a process in the area before and after 6S.  This helped gain their approval for the efforts required to 6S the shop as well as their support in the program itself.
  30. The best way to obtain management’s support is to show them the benefit of a good 5S program and how it will affect the bottom line of the company – Money. Proper 5S will eliminate searching, choosing, walking, sitting, turning, laying down, and climbing. Also when customers come to visit they will be more impressed with a company utilizing proper 5S instead of items sitting all around.

To overcome or reduce initial resistance from management, we suggest working closely with the front-line supervisors. Determine what problems 5S would solve for them and help them get the results or solutions they are looking for related to 5S.

 

The following post is from our comprehensive benchmarking survey and free eBook “The Very Best of 5S”.

Management Support for 5S There are some very interesting findings related to management support:

  • The higher the level of management, the higher level of initial support
  • Supervisors provide the most amount of initial resistance and have one of the largest positive changes in current support
  • Managers have the largest positive change from initial support to current support

Initial and Current Level of Cooperation based on Management Level Rating scale: 1 = low, 5 = high

Supervisor Level of Support of 5S

Manager Level of Support of 5S

Executive Manager Level of Support of 5S

Vice President Level of Support of 5S

President/CEO Level of Support of 5S

As you can see from theses bar charts that the “current” level of cooperation from management is has shifted and is higher after initial implementation — with the most support typically coming from the President/CEO.

Sample comments from respondents

[We] Didn’t kick into high gear until the owners of the company say “we’re going to do this” and actively audited the facility daily for a few weeks.

Unfortunately the plant manager doesn’t buy in on this. He leads the way, and by his example it shows “he doesn’t care” to the plant. Very disappointing.

CEO supports the 5S efforts.

Senior Managers and Middle Managers need to show more support and Supervisors need to get more involved and hold their subordinates accountable.

Every level of Management is involved at our facility. We all know we have to be lean in order to be successful in today’s business world.

CEO driven.

Our marketing department wouldn’t give us a budget to create a commercial for Super Bowl XLVI so we created a half-time show starring the 5S Supply VSMers. Hope you enjoy!

 

The Very Best of 5S Benchmarking ReportIn the upcoming posts I plan to give some concise information related to our newly published eBook “The Very Best of 5S” which is based off of our comprehensive 5S Benchmarking Survey conducted in 2011.

For a complimentary copy please click here>> “The Very Best of 5S” Benchmarking report

Let’s start off with the Executive Summary

This manuscript is an in-depth report on 5S Workplace Organization and Standardization. It sheds light on how organizations have successfully created a 5S system or the obstacles and solutions they used to overcome them. Of those surveyed, the overall rank of the effectiveness of their 5S system is a 3 on a scale of 1-5 (1=low, 5=high). This is a clear indication that there is much room for improvement. There are many suggestions and comments presented here to help coach and guide organizations as they improve their 5S systems. The level of cooperation for 5S initiatives is initially low but increases with time with the most resistance coming from the supervisor level. Contrary to this is that upper management is generally supportive of a 5S system, but the top reasons for obstacles for implementation are “lack of management support” and “not enough time.” Another finding is that the amount of training spent on 5S training is relatively low (typically two hours or less). It seems that organizations have a hard time quantifying benefits from 5S (other than 5S Audits). Companies that did calculate the financial benefits proved that the return on investment far exceeds the cost of training, supplies and manpower. The lack of reward & recognition and the ability to engrain 5S into the organization’s culture is another impediment that must be overcome. Over 50 “best practices” are shared and many suggestions on how to properly create a 5S system or improve your current one are included.

So check out the report, share it with your colleagues and friends, have discussions and give us feedback on what you see. – Tony