At Mifa, we have actually been working with 5S for quite some time. 5S is a structured method focused on creating a clean, efficient, and safe work environment. But what is the goal of implementing 5S? Are we doing it to make the company look better, to work smarter – what is it we want? A year ago, we brought in an external partner with the right perspective: 5S needs to become a part of our culture.
Professionalisation is a topic we focus on every day at Mifa. We believe it is important to grow sustainably, and this involves continuously improving processes, knowledge, and skills, says Rick Voorter. Part of this is 5S – and now, 7S as well.
From 5S to 7S
7S is about standardizing your work environment; creating order – from the office to the shop floor. Originally, there were the 5 S’s – a foundation and a global standard. Many companies have since added a 6th S: Safety. According to Ad, Safety should always be incorporated – it is overarching. After the major fire at Mifa, a 7th S was added – Sprinklers. While this last one is an outlier, given the importance of fire safety and the regulations surrounding sprinklers, it is a crucial addition as the 7th ‘S’.
Why was 7S introduced at Mifa?
“With the new approach, we are on the right track: 7S must become part of our Mifa ‘Continuous Improvement’ culture, where our core value ‘Go for Excellence’ remains a top priority,” says Rick. “It’s not a tool we use just to claim we have 7S. Ultimately, you want to see real differences – and 7S is a mindset that makes this visible.”
The beauty of 7S is that it doesn’t stop. You can reach an impressive level, but then you start looking at other aspects, such as waste: how can we improve, optimize, or simplify processes or products? For example, organizing your workstation more efficiently. It’s a starting point, not an endpoint.
What successes have we already achieved?
“Positive enthusiasm can motivate people to take action. It starts with small steps, with very small things, and now, after a year, you see that some colleagues are doing everything automatically, and it’s become part of their daily work,” says Rick. “When I walk around the factory, I enjoy chatting with the people on the floor. They also regularly come to me or Rick to proudly show which 7S initiatives they have implemented in their department,” says Ad. Changes are clearly visible. When customers or suppliers compliment the setup, it’s motivating. People on the floor say they know where everything is; it’s clear to them. Colleagues report that they always know where their tools are, and even colleagues from management really notice a difference when they walk through the production area and the offices.
Examples of 7S actions:
- Areas demarcated with colored lines;
- Marking areas to clearly show where all products should be placed;
- Panels hung for tools;
- Photos displayed as a reference for how the area should look after your work is completed for the customer.