{"id":596,"date":"2006-06-10T15:28:28","date_gmt":"2006-06-10T18:28:28","guid":{"rendered":"http:\/\/actiongroup.com.ar\/?p=596"},"modified":"2016-10-06T22:18:49","modified_gmt":"2016-10-07T01:18:49","slug":"las-5-s-un-caso-de-aplicacion-color-living","status":"publish","type":"post","link":"https:\/\/actiongroup.com.ar\/en\/las-5-s-un-caso-de-aplicacion-color-living\/","title":{"rendered":"The 5 \u201cS\u201d, a case study (Color Living)"},"content":{"rendered":"

Color Living is one of the country's leading living room furniture manufacturers. With approximately 200 employees and a growing market presence, they requested our assistance in improving operational effectiveness, capitalizing on group synergies, and improving productivity and quality. All of this was part of a need to systematically improve costs to prevent imports that could compete with their products.<\/p>\n

Our answer was clear. If they want to initiate an improvement process that has a significant impact on results, while achieving broad participation and commitment from people, what they need is to develop the 5S as a management system.<\/p>\n

\"\"We struggled at first to demonstrate that the 5Ss are not a program of order and cleanliness. Most practices suffer from a certain superficiality, forgetting that order and cleanliness are instrumental. They are the means to develop the necessary skills, promote a participatory spirit, and create a movement of improvement that has no end.<\/p>\n

With these clear concepts in mind, Color Living has embarked on this process of implementing the 5 "S," which will reach all areas of the organization, both productive and administrative. As we stated in another article, the 5 "S" represent a management logic, a way of organizing daily activities, and a way of interacting between people and areas. Therefore, they are not something exclusive to productive areas; on the contrary, they can and should be developed throughout the organization. Thus, we will be moving toward a true cultural change, which is ultimately one of the objectives of the 5 "S."<\/p>\n

If we summarize the main steps we took, these were: <\/strong><\/p>\n

1<\/strong>.<\/strong> First, provide initial training to clarify basic concepts and identify who would make up the 5S Council responsible for leading the process.<\/p>\n

2.<\/strong> The pilot area was selected, and the objectives to be achieved with the system's implementation were developed. These are guiding objectives that will drive the entire process.<\/p>\n

3.<\/strong> Work was done on creating red labels and on the internal marketing necessary to recruit people to the new project.<\/p>\n

4.<\/strong> We conducted an initial experience in the Pilot Area to test theoretical knowledge in practice and address any questions that arose from a specific real-life case.<\/p>\n

5.<\/strong> Finally, we made the official launch in the Pilot Area, with great participation and enthusiasm from the operators.
\nThe process is just beginning to take shape, but we can already see the first results, which are very promising:<\/strong><\/p>\n