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This is the second tip in a series of five to help select the correct tool board.

#2 Location

Where you decide to put your tool board can have a big impact on whether it is used correctly or not. Consider putting it at point-of-use, as close to where the work is being performed as possible – even within arm’s reach. If the tool board is located across the room or some distance away from where the associates use it then there is a low probability that they will retrieve the correct tool needed and put it back when they are done with it.

Ergonomic_reach

Think about which tools are used most often and have those at ready access. Tools used less often can be stored in remote access. Basically, if you use it every day have it within reach. If you use it less often consider another location. Also, consider proper ergonomics. Make sure the employees do not have to reach too far or in an uncomfortable way to get the needed tool.

We will cover #3 “Size” next time.

To see Tip #1>> Select the Board Type

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