as an operating framework to implement the various enablers identified in
the development matrix. This system was suggested by Paul as a compila-
tion of his views as to how world-class performance had been created in
firms like Toyota.
After some more discussion, the suppliers bought into this as a viable
operating framework. As a result, a plan was drawn up to implement the
change. At this point Jim was feeling rather relieved and announced to the
group that he was not going to ask the group to undertake any activities
that Trico were not willing to undertake themselves. In order to start imple-
menting a Lean Production system in buyer and suppliers alike a 5S*
housekeeping programme was suggested. ‘Once this firm bedrock is in
place’, Jim suggested, ‘we can go on to develop a kanban†based delivery
system.’ At this point Jim nearly lost the suppliers and as Paul has com-
mented since, ‘you could see the shutters go up and the morale and self-
belief of the firms disappear, they were clearly not ready to embark on a
kanban programme without first developing more trust.’
The situation was turned around when one of the suppliers suggest they
just concentrate on 5S housekeeping at this stage and worry about kanbans
later. So this is what they did. At the end of the meeting a plan had been
put together to implement a 5S programme (Figure 3.1.5).
The plan employed the Deming Plan–Do–Check–Act improvement
cycle. When put into practice this cycle took around six months to com-
plete, being led by Jim, drawing on Paul’s technical knowledge. It con-
sisted of an initial seminar for senior managers held at Trico’s premises in
August 1995 for the purpose of getting each firm to understand the basics
of 5S and buy in actually to doing something. This was followed by a more
detailed training workshop in October 1995 for operations staff. This was
held at one of the suppliers’ premises. Following this, each firm was asked
to pilot a 5S project inside their company. All bar one of the firms did this.
However, Trico took the lead and have made tremendous strides internally
as a result.
It is this lead, not only in the 5S work, but generally, that so impresses
the visitor as they tour Trico. For the 5S process, for instance, Jim Taylor not
only leads the Supplier Association activities but also the internal activities
The supplier and alliance market domain 191
*5S is a system designed to create an organized workplace. As such it is the basis
for any improvement activity. Organizations that seek to make improvements
without using 5S or a similar programme are unlikely to succeed. The 5S’s refer to
the first letters of the Japanese words representing the five types of activities
involved. The five activities are: clearing up, organizing, cleaning, standardizing
and training and discipline.
†Kanban is the Japanese word for ‘card’ or ‘signal’. It describes a system used to
control the transfer of materials between the stages of an operation. In its simplest
form, it is a card, plastic marker or even coloured ping-pong ball, used by a cus-
tomer stage to instruct its preceding supplier stage to send more materials.