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BesTape Border Kit in action.

The BesTape Border Kit is a convenient way to visually layout an area so it is easy to see the purpose of the zone. Use these as part of your Safety, 5S or Visual Lean System. The kits are made with our extremely durable BesTape with (2) 3’ sections and (1) 2’ section. The notched corners make it easy to align and install.

BesTape Border Kit Uses

To help comply with OSHA Regulation 1910.303 for electrical panels, use these border kits to visually mark off the area so that personnel will refrain from placing objects in front of the panel.

Red for Safety

  • Fire Equipment and Fire Extinguishers
  • Hoses
  • Electrical Panels – Keep Clear
  • First Aid Kits

Green for First Aid or Safety Equipment

  • Eye Wash Stations
  • Emergency Safety Showers
  • First Aid Kits

Yellow for attention

  • Trash Cans
  • Pillars and posts
  • Parts of equipment that extend or stick out
  • Cleaning supplies or Shine supplies

Special Promotion

Buy a roll of BesTape (any size, any color) and get a BesTape Border Kit for Free! This is a great way to try out both of these floor marking items. Save $24.00! Click here for more information>> BesTapeBorderKitPromo


 

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5S and Lean in 2015!

Five Tips to Make Your Resolutions Stick!

It’s been estimated that 40 percent of people make New Year’s resolutions. It also has been noted that most people average about ten days trying to achieve their new goal before they give up. How can we do better? Here are five Quick Tips that might help.

1. Limit the number of things you set goals for. A smaller list will allow you to focus. Try only a few, perhaps three or less.
2. Think long-term. Most people give up on their goals by January 10th, so hang in there.
3. Keep track of your progress. Celebrate little victories and recover quickly from setbacks.
4. Start with small steps. Use Kaizen as a guide. Many Small improvements will lead to BIG improvements!
5. Ask for help. Talk to a friend if you need a little support. Their encouraging words or advice may be all you need to keep going!

Join us on Twitter and share your best ideas for 5S and Lean – Use #5SandLean2015

Follow us @ www.twitter.com/5Ssupply

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Our promotion last month “BesTape Buy the Case” was such a hit that we decided to extend and expand the promotion!

Get ready for the sequel – “BesTape Buy the Case – Part II: The Mix Up”

5S Supply has a limited time offer of $70 off the regular price when you purchase BesTape, “the best darn floor tape – ever” by the case. Buy 5 rolls and get one free! Now you can mix and match any combination colors you want: red, yellow, green, blue, and white.

If you want 3 rolls of yellow, 1 red, 1 blue and 1 white – no problem
If you want 5 rolls of yellow and 1 red – no problem
If you want 2 rolls of yellow, 1 red, 1 green, 1 blue and 1 white – no problem
You get the picture!

Plus a Special “Sequel” Bonus – if you buy 2 cases we will throw in a set of 5Ssymbols for free!

The 2” wide rolls come six to a case and are 100’ long; this gives you 600′ to visually mark your workplace including: warehouse areas, production areas, standard stock and work-in-process locations, safety concerns and many more.

BesTape is already priced lower all the other similar premium tapes. Here is your chance to really give it a try anywhere in your facility!

Check it out at>> BesTape by-the-case II

New Gauge Range Packs

July 9, 2014

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5S Supply is pleased to announce the release of its newest products from Gauge RangeTM. Gauge Range now comes in three styles:

  1. Starter Pack
  2. Standard Pack
  3. Super Pack

Refill packs for each style are also available.

Make it easy to see and know when everything is “good-to-go” with Gauge Range Marking System. These translucent self-adhesive sheets in red, yellow and green make it simple to mark gauges so that everyone can see if equipment is in the correct operating range. The gauge marking system comes pre-cut, with the most common sizes 1”, 1-1/2”, 2”, 2-1/2”, 4” plus full sheets to customize to your needs. Just peel and stick to mark your gauges for the correct range.

Why Gauge Range?

  • We did the hard work for you – our gauge marking system comes pre-cut, with the most common sizes: 1”, 1-1/2”, 2”, 2-1/2”, and 4” plus full sheets that you can customize for your own needs
  • Easy to apply in seconds
  • Perfect for monitoring your equipment quickly and easily
  • Train someone quickly as to the correct operating range
  • Comes with enough material to easily mark several gauges
  • Made from 5-year outdoor grade vinyl, Gauge Range will last for years in most environments
  • Custom sizes available

 “We wanted to make it as easy as possible to choose the right Gauge Range for everyone’s needs. By offering a Starter Pack, Standard Pack and Super Pack, we think we achieved this. We are also pleased to now offer refill packs for your added convenience.” – Jennifer Molski, Manager Customer Care, 5S Supply

Gauge Range Packs include:

  • Three colors: red, yellow, green
  • Five year outdoor transparent marking vinyl
  • Enough material to mark dozens of gauges
  • Handy Storage Folder to hold Gauge Range
  • How to Guide “Make Your Workplace Visual with Gauge Marking”

Benefits of Gauge Range

  • Easy to train
  • Sets a standard
  • Correct operation
  • Improves quality
  • Better maintenance
  • Quicker setups
  • Develops a visual workplace
  • Boosts any TPM (Total Productive Maintenance) or MRO (Maintenance, Repair, and Operations) system

Stop by http://www.GaugeRange.com for more news on Gauge Range and associated materials. Call 888 4 LEAN 5S (888-453-2657) or email info@GaugeRange.com for additional information.

HD-103_VSM_DetailWant to know the most common mistakes on Value Stream Maps?

Here is a list I compiled years ago while reviewing or seeing other people’s initial attempts at creating their own Value Stream Maps. I have used it during presentations to help share (yokoten) my experiences and hopefully help others not repeat the mistakes I have seen.

Here we go in no particular order:

  1. Not determining the Product (Process) Family correctly
  2. Not appointing a Value Stream Manager or VS Manager not performing their duties effectively
  3. Maps created by a “team of one”
  4. Not considering items that don’t necessarily show up on the map (Change Management, training, communication, Teams, 5S, etc.)
  5. Not frequently updating the map
  6. Trying to jump to a higher level Building Block (i.e., cells, TPM, Kanban) before the basic Building Blocks in place
  7. Not following the plan
  8. Not having an expert lead the first few events
  9. Not communicating the Value Stream Maps
  10. Calling other tools VSM (“butcher paper”, flowcharts, etc.)
  11. Using software to create maps
  12. Trying to collect too much data or not enough data

Over the next few blog posts I’ll go into a little more detail about each one. Please feel free to comment and let me know your thoughts.

1. Not determining the Product (Process) Family correctly – I think many people skip this step because they either don’t know that they are supposed to do it or they don’t know how to perform it correctly.

I visited a company that asked for help creating a Value Stream Map in their Customer Service area. I knew they had some Lean experience and have created Value Stream Maps before. When I asked them to share their Product Family Matrix, they said “What’s that?” Then I asked them how many different types of complaints they receive from customers? They responded hundreds (no judging please, it’s a large multi-national company to the consumer market). Actually, by creating a Process Family Matrix we discovered that they had six ‘types’ of complaints that had different flows through the process.

When it comes to creating this matrix I actually use the term ‘Process Family Matrix’ to include office areas that don’t traditionally think they have ‘products’.

Another company I worked with made covers for speakers that you’d see in the ceiling of office areas. They told me “we just make holes; we don’t need to do a Product Family Matrix.” I asked them if they would just humor me and go through the exercise. After completing the matrix we discovered that they had ten different Process Families!

By creating this matrix, you will have a better understanding on how your products or services should be grouped together – not necessarily how they currently are processed. In my experience, I have found that if you skip this step everything you do after is challenging; but if you do this (hard) step first, then everything after will be much easier. With practice this step does gets easier.

2. Not appointing a Value Stream Manager or VS Manager not performing their duties effectively – this is a hard one. Over the years I have seen companies attempt to create the ‘position’ of Value Stream Manager, but they seem to fail to grasp the concept. The two most typical scenarios I have seen include the Vice President of Operations saying they he or she would take on that role. That person usually doesn’t have enough time to do their own work let alone taking on a new challenge. At the other end of the spectrum, I have seen companies pick the new engineer to play the role of Value Stream Manager. Unfortunately, this person does not have enough experience to do this job. There needs to be someone in the middle that could fulfill this role. I understand the idea of a Value Stream Manager is very foreign to most organizations and they are unsure how this would work or even if it would fit into their company. One way to move this forward is to appoint a ‘Value Stream Manager’ – someone with enough experience in the company, is well respected and has the organizational skills to perform this role. Have this person focus on helping the teams complete any projects that were selected form the VSM. At this point, it might just seem like project management. It’s a start.

3. Maps created by a “team of one” – Having one person create the map means you only used one brain and two hands. The information gathered may be biased or even worse – incorrect. We are trying to make decisions for what is best for the entire value stream and that is hard to do with only one person. Make sure you use a good cross-functional team to walk the flow, gather the information and then draw the map. Of course you can have one person ‘draw the map’, but you need the input from the people that actually do the work to gather and collect data.

4. Not considering items that don’t necessarily show up on the map (Change Leadership, training, communication, team building, 5S, etc.) – Even though the maps will give us great information and insights for improvement, they typically do not have other enterprise-wide initiatives that an organization should undertake during its Lean journey such as setting up a 5S System, visual workplace, leader standard work, etc.. What I am trying to say is that a company needs to have 5S everywhere and value stream maps may only show an area or process that needs 5S, not the entire facility. So make sure you understand your overall goals and objectives as an organization (like items from catchball in Hoshin Kanri) to see if they fit into your VSM.

Also, other important items like soft-skills (i.e., communication or good change leadership) do not usually show up as an action item on a value stream map but are extremely important while implementing Lean. Don’t forget these items as you create your Future State and plan.

I hope these were helpful. In “Twelve Common Errors with Value Stream Mapping – Part 2” I will cover four more. Let me know what you think.

For more information on Value Stream Mapping, please visit our website www.5Ssupply.com.

Sign up for our free webinar “Value Stream Mapping: Understanding the Current State” with Mike Osterling.

We hosted an impromptu poll on our website where we asked “What Lean initiative tops your priority list in 2014?” We gave them the following choices just to simplify the responses:

  • 5S
  • Cellular/Flow
  • Pull Systems/Kanban
  • Kaizen/Continuous Improvement
  • Total Productive Maintenance

The results surprised me a little. I was shocked to see 5S being the largest percentage of responses; but then I thought that this probably made sense for two reasons: 1) many companies start their lean journey with 5S, and 2) it was probably biased since the website is 5S Supply (although we carry everything lean). The next thing that caught my eye was that Cellular/Flow had no responses – zero. Flow is one of the things that we are trying to create with lean so I was amazed to see that no one responded that they would have a focus on it this year. It was nice to see that 21 percent of the respondents selected Kaizen/Continuous Improvement as a major priority. I think organizations get too caught up in only using Kaizen Events (a.k.a. Rapid Improvement Events, Kaizen Blitz, etc.) and forget about the daily kaizen – as our friends Bruce Hamilton and Pat Wardwell from GBMP said it in their book (e2 Continuous Improvement System) “Everybody, Everyday”. To finish out the poll, only some responded that they would focus on creating Pull Systems/Kanban and even fewer mentioned Total Productive Maintenance (TPM).

I know this was just a quick polling questions and I wouldn’t read too much into the results, but what do you think?

2014 Lean Priority Poll Results

This is the time of year where we ask our marketing department for $4,000,000 to produce a Super Bowl ad. And this is the time of year that the marketing department says “no” plus a few other comments I can’t mention in here.

So we have our fun, campy, cheesy, bad acting, commercial ready to go – we just don’t have the dough to show it on T.V. Thank God there is social media to help us out. Check out 5S Supply’s 5S-hour Energy Commercial below or on our YouTube or our Vimeo Channel. Tell your friends, have a laugh and “Sustain” your gains with 5S Supply!

Thanks to Jennifer, Marcia, Izzie and Tom for making this dream a reality!