FYI from MCI™

Sort, Simplify, Sweep, Standardize, Sustain:
MCI puts "5S" system to work at Service Centers

When MCI's Winnipeg plant achieved a new record for no-loss work days, supervisors credited the "5S" system. Now that system is in place at the MCI Service Centers as well, and expectations are justifiably high.

The five S-words are Sort, Simplify, Sweep, Standardize and Sustain. The theory is that clean, organized workplaces are efficient workplaces, with less opportunity for injury and mistakes.

Sorting separates the necessary from the unnecessary. Workers are encouraged to review their work areas and get rid of items that are defective, worn, damaged, obsolete, unused or are duplicates. Areas to be scrutinized might include corners, back walls, toolboxes and even bulletin boards. At a service center, that might mean making sure that old parts are discarded and that inoperative tools are fixed or retired.

Simplifying makes work safer. Materials are arranged according to how they are used. Workers are encouraged to consider the "one step" rule, which means keeping frequently used items no more than one step away. The "45 degree" rule dictates that things should be kept where no one needs to reach or twist excessively to get at them. The "strike zone" and "heavy load" rules suggest that items should be stored at a level between the knees and underarms so that technicians and others are not tempted to lift while bending or otherwise strain themselves. Simplifying also means using lots of labels and making things easy to find.

Sweeping is simply a matter of keeping things clean. MCI knows customers like to see a clean shop, and it helps technicians do their best work. Shops might post cleaning schedules, assigning tasks and recommended intervals for those tasks. In addition to literal sweeping, service center employees are encouraged to visually "sweep" the area regularly to ensure that things are where they belong.

Standardizing is all about documentation. It's a matter of defining and documenting Fleet Support's best practices, and doing the same work the same way every time. Managers are encouraged to develop checklists, reminder notices, rotation schedules and review processes to make sure that all is going according to plan.

Sustaining is the final part of the process.  It relies on an attitude shift and the changing of behavior so that doing the right thing becomes habit. Performance measures and assessments come into play at all levels, especially from management.

"The 5S system is working very well," says Jerry Cignarella, vice president of MCI Fleet Support service centers. "Everything we do is customer-driven, from our service guarantees to our warrantees and maintenance plans. Making sure our shops are as clean, organized and efficient as possible helps us further those goals."

MCI Fleet Support, which recently opened its eighth and ninth service centers in Lebanon, Tennessee and Atlantic City, New Jersey, has been on an expansion swing in the last two years to accommodate demand. Says Cignarella, "Quantifying processes such as the 5S system helps us create a growth model. It's good for us, and it's great for our customers."

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