leaders to practice being on the gemba,” said Masci. Cort rejects the notion that busy companies shouldn’t implement the 5S methodology. “Being super busy isn’t an excuse; even the busiest construction company wouldn’t say that it’s acceptable to have safety hazards,” he shrewdly observed. Nor does Cort believe that owners and managers should use their staff’s high level of activity as an excuse to keep delaying proper implementation of 5S. Beyond the safety and efficiency improvements, Cort also found that the 5S methodology, and Lean principles themselves, also improved employee morale. “Certainly, Lean Construction is about reducing waste, but that alone doesn’t do justice to its benefits,” he said. “It just as much about empowering employees, as decisions on how things should run, or where things should be stored, comes from the employees. It helps to build trust and communication, which are critical in construction.” He went so far as to say that the trust and communication improvements in his staff happened right away, and categorized some improvements as “dramatic.” Which isn’t to say that implementing 5S, or any other changes to business-as-usual, means everyone buys in. “Some employees will question it, some will come around when they see the benefits. Others, who might have a real problem accepting change, might leave your company, but that’s not necessarily a bad thing,” Cort opined. “The naysayers get sniffed out by the employees who have embraced it.” Masci, whose firm worked with Triumph on its 5S implementation, has also noticed changes in Cort and his staff throughout the process.
“Cliff has evolved as a leader, and has embraced operator-led control,” he said. “His front-line workers have responded to this new found respect by innovating, ratcheting up quality and taking accountability.” And it’s led to better chemistry between Cort and his colleagues throughout the company. “Where once there was apprehension to see leaders on the shop floor, now there is desire to see Cliff and the leadership team at the place of work. The staff take his desire to see what they’ve set up and ask questions why, as a show of respect,” Masci observed. For Triumph Modular, the benefits of 5S have extended to the company’s sales and marketing. “We strive to be the low-cost provider of quality service, and the efficiencies we’ve achieved through Lean and 5S lower our costs, and help us be as competitive as possible on our pricing,” Cort said. Cort isn’t done with 5S by any stretch; he’s planning to extend 5S to the company’s other division. “We look forward to implementing 5S in our permanent modular construction division this fall,” he said. “We’re always looking for great subcontractors to help us build our modular buildings, so we encourage subcontractors who want to learn more to give us a call.” Given that Lean and its various methodologies, including 5S, still haven’t been widely adopted in the construction industry, Cort offered a message to contractors still sitting on the sidelines. “It’s not about paying consultants,” he concluded. “It’s about better efficiency, improved safety and a more engaged staff. Having the customers notice your efficiency is the biggest payback of all.” s
The Professional Contractor
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