Make:cast: Tom calls himself a process geek, and we’ll geek out with him about writing standard operating procedures which should become central to managing a makerspace. We also talk about: Rosie the Riveter, lean manufacturing principles derived from Toyota including the 5Ss; and how to make it easy for people to do the right thing, like putting tools back where they belong.
3 comments:
Reading through the excerpts from this podcast, I think these “recipes” could be effectively applied to the organization of a scenery shop. I think this is especially important to consider in a school’s scene shop because there are so many new people that come in and out of the shop on a regular basis. If more of the tools in the tool room had an easily identifiable position it would make it easier for crew members to find and put back tools, plus then the TDs would know when something goes missing. I think some of the spots in the tool room sort of fits the principle that the storage space is made for the tool, but it's a system you have to learn – which can be difficult if you’re just thrown onto a load-in crew. The goal of having a new team member be an 80% contributor in 30 minutes is incredibly ambitious, but I kind of like that mind set combined with the idea that you want team members to feel empowered in your maker space. Back when I could be a crew head or a leader on a call, I aspired to make sure that everyone I was working with on a call was having a good time, learning, and felt they were contributing to the process. I think that if the shop environment was less intimidating, it may help with the negative reputation TDs and scenery crew calls have.
Like KT discussed, I agree that Carnegie Scenic could learn a thing or two from the 5 Ss, "Sort, Set in Order, Shine, Standardize, and Sustain." Walking into the tool room for the first time can be a daunting task. However, the idea of standardization extends into the main space too. Clear designation of where things like the tables should 'normally' be, where tools come from and where they go, how material should be stored, what material is for which show, and ***under table storage*** could all be improved to make working on the shop floor a more efficient experience. Furhter, having a clearer sense of what the shop is supposed to look like in a neutral state will help reduce the buildup of clutter during busy periods and preserve everyone's sanity while trying to navigate the shop when large projects are ongoing. While I typically look at things like the 5Ss, lean manufacturing, and six sigma as simple management fads, I agree that there is certainly a nugget of wisdom buried in all the buzz words.
As a stage manager, I am a big advocate for having set processes for the stuff you care about. Not for everything, life needs a little spontaneity to keep it interesting. The idea of having a process on how you crate your space is something I already employ, but regardless it was nice hearing from other people who do the same. I always take this general rule that stemmed from stage managing but can be applied to a myriad of things, including this: “can someone who has never touched your book call the show?” In other words, if a foreign entity can enter the space and understand where things are and what things are what then the space is being used effectively. I remember my school’s storage was a mess, we could never find anything and it was right out of an episode of TLC’s hit show about hoarders. If the space could just have a sliver of order life would just have been better through my high school theater experience.
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