{"id":2036,"date":"2019-07-17T14:46:45","date_gmt":"2019-07-17T14:46:45","guid":{"rendered":"https:\/\/treitus.com\/blog\/?p=2036"},"modified":"2019-08-26T16:10:08","modified_gmt":"2019-08-26T16:10:08","slug":"just-in-time","status":"publish","type":"post","link":"https:\/\/treitus.com\/blog\/2019\/07\/17\/just-in-time\/","title":{"rendered":"Just in time"},"content":{"rendered":"\n

\u00abToday. Tomorrow. Toyota. \u00ab<\/strong> A statement of quality and innovation that brought Toyota as a slogan for the European market in 2004, highlighting its competitive advantage that is summarized in its organizational phylosophy: The 5 S’s of Toyota, or the \u00abJust in time\u00bb<\/strong>.<\/p>\n\n\n\n

The\nendemic method of management of Toyota as its 5 S’s is a legacy that the\ncompany left us of how the organizational culture can radically change the\nresults in the long term.<\/p>\n\n\n\n

The 5\nS’s come from five Japanese words that describe the 5 steps of this system.\nLike many of the principles, not only of Toyota, but of Asian cultures, they\ninvolve a philosophical aura that can be applied perfectly to our daily life.\nAn inherent advantage of this process is the simplicity of being able to\nstandardize it to almost all activities, becoming a clear and solid base.<\/p>\n\n\n\n

The 5 S’s<\/strong><\/p>\n\n\n\n

Seiri:<\/strong> Classification and\ndiscard. This step is closely related to efficiency, where making an\nintrospection of the resources used by the company (or you) is the core part.\nThose resources that are never used must be cut out, those that are\nperiodically used must be saved and those that are always used must be\navailable at hand. Maximize resources using only the indispensable ones.<\/p>\n\n\n\n

Seiton:<\/strong> Order. After cutting\nyour resources and working with what is indispensable, the following is to\nsegment the rest in an orderly manner, locate a disposition of the processes in\na rational way, depending on how much we use them, and how to improve our\nproductivity using them, so that we maximize the use of the time and\nperformance. This accompanied by the standardization of processes, allows this\nproductivity to be multiplied by all those who perform these activities.<\/p>\n\n\n\n

Seis\u014d:<\/strong> Elimination of dirt.\nAfter achieving efficiency and the order of resources comes the elimination of\n\u00abdirt\u00bb in the activities; those errors or habits that, a priori, slow\ndown the optimized results. This is measured by applying the administrative\ndirection and control to analyse such anomalies and remove them from the\nprocess.<\/p>\n\n\n\n

Seiketsu:<\/strong>\nStandardization. All activities can become standardized, including those that\nencompass creativity and innovation. Once there is neatness in the resources,\nthe next thing is to regulate it, so that all the members of the organization\ncan benefit from it, and thus multiply its effects. Of course, standardization\nrequires leadership and the ability to involve all participants in the goals\nand objectives of the company.<\/p>\n\n\n\n

Shitsuke:<\/strong>\nDiscipline. Maintaining an attitude, motivation and discipline at a high level\nis the final and, of course, the part which manages to cement everything in the\nlong term. The focal point is to maintain a motivation in the organization for\neach immersed member; it is also important to maintain these results in the\ncompany and continuously evaluate the entire process of the 5 S’s to detect new\nways of conserving and improving what has been achieved.<\/p>\n\n\n\n

Finally, it should be emphasized that Japanese culture highlight the values \u200b\u200bof cleanliness, tradition, order and discipline. Its high efficiency is only the product of centuries of applying this philosophy and making it inherent to their lifestyle, maybe, Asian cultures have much to teach us about life and work. <\/p>\n","protected":false},"excerpt":{"rendered":"

\u00abToday. Tomorrow. Toyota. \u00ab A statement of quality and innovation that brought Toyota as a slogan for the European market in 2004, highlighting its competitive advantage that is summarized in its organizational phylosophy: The 5 S’s of Toyota, or the \u00abJust in time\u00bb. The endemic method of management of Toyota as its 5 S’s is a legacy that the company left us of how the… <\/p>\n

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