The Power of Context
Ed Kanegsberg
BFK Solutions LLC
In his best selling book, The Tipping Point, Malcolm Gladwell explores
how epidemics are created and spread. He discusses epidemics of contagious
disease
only to expound his theory that little things can make a big difference.
His main message is that epidemics of ideas and actions, both good and
bad, can be triggered by small events and spread just as virulently
as diseases.
This message can be carried into the practices of cleaning.
As a manufacturer, small changes can create an epidemic of good practices
to clean and maintain cleanliness of your manufactured components. Critical
cleaning involves more than chemicals and equipment. Attitudes and practices
are crucial to effective cleaning.
One of the key concepts that Gladwell discusses is the Power of Context.
He uses as an example that the context of repairing broken windows
and removing graffiti in a run-down neighborhood creates an atmosphere
of
safety and is
influential in reducing the crime rate. So how does this relate to
critical cleaning?
Cleaning is most profitably considered as a value-added, desirable part of the manufacturing process. Cleaning is all to frequently treated as a “must do” rather than a “want to do”. The attitude is that it is not a value-added portion of the manufacturing process and therefore, in the context of Lean Manufacturing, is an undesired step. In fact, cleaning can be overdone, leading to un-needed manufacturing costs. But more frequently, the costs of elimination or reduction of a cleaning step leads to higher costs associated with reduced yield, rework, or, even worse, latent product failure in the field.
Replacing employee training with employee education is a small change
in terminology; but the change in philosophy can produce significant
benefits.
By creating an atmosphere of importance of the cleaning steps,
an epidemic of care on the part of the employees cam be culture.
This can significantly
boost yield. When employees know WHY they are performing a step,
they will treat it less as a drudge and will be more than willing
to provide
new
ideas on how to perform the task better and cost effectively.
Arbitrary programs of “employee training” or of “cleanroom
discipline” in the absence of understanding can backfire. Gowning
itself is impersonal and we have observed cases where, in order to
provide individuality,
gowning procedures such as elimination of make-up and jewelry are
not followed to the letter. The small step of treating cleanroom
employees with respect
can yield tremendous benefits.
The simple step of moving a process to a less clean area can
actually, by improving attitudes and practices, result in a
higher degree
of cleaning. All too often in our consulting practice, we have
observed
situations
where processes are being performed in an area that is rated
cleaner than needed.
For example, work that could be performed in a Class 10,000
area is done in a Class 100 cleanroom.
Where you actually do need a cleanroom, it’s important to sweat the
details. Small defects can result in big problems. A worn chair, a tattered
doorway, cleaning equipment that is not well cared for are all too readily
overlooked, but like graffiti in a neighborhood, conveys a negative message
to workers. Keep the cleanroom facility in good shape and “cleanroom
discipline” will be replaced by “cleanroom pride.”
