My monthly newsletter’s theme is “Integrating Lean and Quality.” I call it this because there seems to be somewhat of a common understanding and acceptance that lean and quality have no relationship to each other. 5S is an example of a process that transcends, or should transcend, this misdirected thought. Any quality professional that is not aware of the 5S process is missing out on a great opportunity to improve quality within their organization by employing the tool, and the philosophy, of 5S.

Igor Centric, CEO of Dysfuncompany of America Inc., is lolling behind his desk with his legs crossed on top of it. He is staring up at the ceiling with his hands clasped behind his head.

In a 2009 book review for Bukisa.com, a blogger named Khead quoted from Malcolm Gladwell’s book, The Tipping Point (Little, Brown and Co., 2000): “‘In order to create one contagious movement, you often have to create many small movements.’ This is one detail that explains his Rule of 150. The number 150 represents the maximum number of people that we are able to maintain a social relationship with… and that when a group, organization, or society begins to reach the number of 150, it is beneficial and necessary for a group to divide.”

Our fascination with rewards systems that attempt to get people to comply with the demands of work and short-term good behavior starts early in school. These systems operate without imparting an understanding of good solid principles for the betterment of our community, our place of employment, and ourselves.