5s paving the approach to world class enterprise

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Chapter 4 5S Paving the Approach to World Class Enterprise

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Page 1: 5S Paving the Approach to World Class Enterprise

Chapter 45S

Paving the Approach to World Class Enterprise

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Lean EnterpriseLean Enterprise

Six SigmaQuality

Six SigmaQuality

Workplacesafety, order,cleanliness

Workplacesafety, order,cleanliness

Flow and PullProduction

Flow and PullProduction

EmpoweredTeams

EmpoweredTeams

VisualManagement

VisualManagement

Pursuit ofPerfectionPursuit ofPerfection

The workplace issafe, orderly, and very clean

Products are built“Just In Time,”

to customer ratebased demand

Six Sigma Qualityis built into theproduct and the process

Member teamsare empowered

to make keydecisions

Visual Managementto track performance

and open the companyto all people

There is arelentless pursuit

of perfection

The Lean Enterprise Principles

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They are the keys to workplace organization, housekeeping, and visual management.

Simple and produces:◦ Increase in quality◦ Increase in productivity◦ Cleaner workplace

which produces a safer workplace

◦ A reduction is required floor space

◦ Earlier identification of abnormal situations

What are the 5S’s?

A system to maintain an organized,

clean, and safe work environment

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Why Do We Use 5S? 5S is a basic, yet powerful tool in the Lean

Enterprise◦ Do not be fooled into thinking it only makes an

area look good 5S enables Lean implementation The benefits of 5S include:

◦ A safe workplace◦ Eliminating waste◦ Standardize processes◦ Insure a high level of quality◦ Improves communication

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◦ Typically half of all setup time is spent searching for tools and equipment.

◦ Each year 100,000’s hours are clocked as setup time.

◦ Search time is waste.◦ Cost nearly nothing!

Why Do We Use 5S?

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Sort◦ Proper arrangement

Straighten (Store)◦ Orderliness

Sweep (Shine)◦ Cleanliness

Schedule (Standardize)◦ Cleaned up, standardized.

Sustain◦ Discipline, practice and repeat.

The 5S’s

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The Origin of 5S

Step # JapaneseWord

EnglishTranslation

5S Word

1 Seiri ProperArrangement

Sort

2 Seiton Orderliness Straighten

3 Seiso Cleanliness Sweep

4 Seiketsu Cleaned Up Schedule

5 Shitsuke Discipline Sustain

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Sort

Eliminate What Is Not Absolutely Necessary

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Sort

No room for sentiment !

- Definitely needed- Maybe needed (Red Tag)- Not needed

Don’t wade through stuff you don’t need to do your job

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Straighten

All items clearly marked and identified

“A Place for Everything and Everything in Its Place”

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Before

Clean, Inspect and Look for Ways to Prevent Problems and Downtime

Sweep

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Sweep

After

Clean, Inspect and Look for Ways to Prevent Problems and Downtime

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Standardize

Establish norms and respect them

Tidy Friday checklist and unnecessary items bucket.

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Sustain Strict commitment to the process Special clean-ups for visitors

NOT NECESSARY !!To be World-Class we need to “look” World

Class

Ideas:• Last 15 minutes• Tidy Friday• Audits • Area Ownership

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Hides safety problems Creates waste Limits a company’s ability to satisfy their

customers

You never get a second chance to make a first impression

World class facilities develop beginning with the 5S’s, and facilities that fall, fall apart beginning with the 5S’s

-Hiroyuki Hirano

Lack of 5S

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This sheet represents our current work place.

Our job during a 20 second shift, is to strike out the numbers 1 to 49 in correct sequence. Example: 1 2 3

The 5S Numbers Game: Round 1

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8990

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For our first action, we are going to implement 5S in this area.

The first step of this is “Sort” and so we have removed from the area all the numbers from 50 to 90 which are not needed.

Same rules apply. Strike out numbers 1 to 49 in sequence during a 20 second shift.

Round 2

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Having achieved some improvement, we now need to move onto the next step “Straighten.”

We have installed some racking, and we have organized the items so that with Number 1 in the bottom left hand corner, the numbers are located from left to right and bottom to top - examples 1 in the bottom left, 2 in the middle, and 3 in the top left.

Same rules apply 20 second shift

Round 3

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Now it is time to “Sweep”.

In this example we have a work area that could use some cleaning. It is time to break out the cleaning materials and get a little dirty…

Round 4

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Having now made a significant step forward, we must now “Standardize.”

Since we are dealing with numbers 1 to 49 in sequence, it seems logical to re-organize them in a standard way that makes the completion of the work task as easy as possible.

This should ensure that everyone is able to complete the task (and therefore produce a team score of 49.)

Round 5

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Numbers from 1 to 49

1 2 3 4 5 6 7 8 9 10

11 12 13 14 1516 17 19 2021 22 23 24 25 26 27 28 29 30

31323334 35 36 37 38 39

41 42 434445 46 47 48 49

40

18

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To show respect for Standards it is necessary to make the “management” of the area visual.

Returning to our original work area, we have for this assignment two numbers missing. We cannot complete the task without these numbers - so first we have to find them.

Start a clock running and every 20 seconds, tell them how many “shifts” they have been down looking for the appropriate numbers.

Round 6

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Numbers from 1 to 49

1 2 3 4 5 6 7 8 9 10

11 12 13 14 1516 17 19 2021 22 23 24 25 26 27 28 29 30

31323334 35 36 37 38 39

41 434445 46 47 48 49

40

Now how much easier is it to find the quality problems?

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Prelaunch◦ Step #1. Form, train, and develop 5S teams◦ Step #2. Develop the 5S model

Launch◦ Step #3. Announcement◦ Step #4. Train the plant in 5S

5S Implementation Steps Outline

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Take photographs of area

Form, train, and develop 5S grading and recognition teams.

◦ Rule #1: Leaders must lead. Everyone must be involved. Applies to the office and the shop floor.

◦ Rule #2: Everyone must be trained in 5S

Step #1

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Develop the 5S Models: The “Islands of Excellence” using the grading and recognition teams.

Step #2

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5S Observation5 S Score Criteria Worksheet

Item Mult. 0 Points 2 points 3 points 4 points 5 points

Unnecessary items out of area

3X

Unnecessary items clutter the work area. The place is a mess.

Unnecessary items are present but organized. However, these items affect production or material flow.

Unnecessary items are stored in a way that does not affect production or material flow.

Work area is completely free from unnecessary items.

Process is in place to sustain this clutter-free environment.

Tool and

Equipment organization

3X

Drawers or shelves are not marked with contents. Contents are not marked. Finding tools is possible only through operator knowledge.

Drawers or shelves are marked with contents. Less than 50% of contents have a specific place that is marked and separated.

At least 50% of contents have a specific place that is marked and separated.

At least 75% of contents have a specific place that is marked and separated.

100% of contents have a specific place that is marked and separated.

Tooling close to

workspace 3X

Tools, gages, and necessary work items are not located near work area.

Tools, gages, and necessary work items are located near work area.

Tools are within reach of workspace. If necessary, the tools are on a movable cart or tray that is stored away from the workspace but can be easily moved into the workspace.

Tools kits are available. Some level of stationized building is being accomplished.

The area is working in a stationized build sequence with tools kits available for each station. Tools are within reach of the work area.

Tools and Gages stored to reduce

damage

2X

Less than 25% of tools and gages are stored in a manner to reduce contact and potential damage.

At least 25% of tools and gages are stored to reduce contact.

At least 50% of tools and gages are stored to reduce contact.

At least 75% of tools and gages are stored to reduce contact.

100% of tools and gages are stored to reduce contact. Plan in place to maintain.

Markings for WIP

2X

There are no markings for work in process. There is WIP sitting on floor.

There are markings for WIP. There is WIP sitting on floor.

WIP is not sitting on floor. However, it is not being set in designated areas.

WIP is being set in designated areas.

Markings for WIP are identified for “in” work and “out” work. The cell has an area identified in red for parts that are unable to move due to NCR’s, program problems, sales hold, or support issues.

Safety 2X

Safety equipment and emergency items are not marked.

Safety equipment and emergency items are marked.

Caution tape is used if a hazard exists for objects near walkways. Safety mechanisms are in place to prevent injury and/or equipment failure.

All aisles and walkways are marked.

Area has been accident free for the last 6 months.

General

cleanliness 2X

Area is not clean and there’s no cleaning schedule.

Area is clean with no schedule. Area is clean with scheduled cleanliness checks.

Cleaning supplies have a designated place in department with clear markings.

Area is clean with no dirt on benches, equipment, ceiling, or floor.

Work area

cleanup schedule 1X

Work area clean up is not done. General cleanup is done; some areas are not routinely cleaned.

General clean up is done enough to keep area clean.

Cleanup criteria checklist has been developed and is used. Includes critical areas to be cleaned.

Cleanup activity follows criteria checklist. Routine cleanup activity is scheduled. Cleaning schedule (who, what and when) is prominently displayed and up-to-date.

Process in place to

eliminate unnecessary items

1X

There is no process in place to eliminate unnecessary items.

The area has been reviewed for unnecessary items within the last three months.

There is a process being developed for the periodic review and elimination of unnecessary items.

Documented process in place to eliminate unnecessary items. Red tags being utilized where appropriate.

Calendar in place documenting when next items are to be identified. Visual system in place to facilitate identification of unnecessary items.

Visual workplace to enable others to

perform

1X

No visual queue exists to assist team members or non-team members to perform tasks within the area. Balanced scoreboard is not up-to-date.

Copy of floor map is posted showing layout of area and exits. Balanced scoreboard is up-to-date.

50% of equipment is marked. 75% of equipment is marked. 100% of equipment is marked. Visual controls are in place to assist team members or non-team members to perform tasks within the area.

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5S Observation5S Score Sheet

Dept. Name: ___________________ Dept. Number: ________ Auditor: _________________ Audit Date: ______________

Item Possible

Score Score Opportunities for Improvement

Unnecessary items out of area 15

Tool and Equipment organization 15

Tooling close to workspace 15

Tools and gages stored to reduce damage 10

Markings for WIP 10

Safety 10

General cleanliness 10

Work area cleanup schedule 5

Process in place to eliminate unnecessary items 5

Visual workplace to enable others to perform 5

Totals

100

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Kick off the 5S implementation: Tell your entire team about the importance, goals, and vision of 5S.◦ Importance

Establish plant wide discipline and orginization baseline that supports all improvement activities.

◦ Goals Improve safety & pride in the work place. Improve

quality and productivity.◦ Vision

“Islands of Excellence,” World Class Enterprise.

Step #3

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Train the entire plant in 5S.◦ Sorting, proper arrangement.

Improved safety Improved communication between team members Smoother work flow Improved quality and productivity

◦ Clearly distinguish between what is needed and what is not needed.

◦ “When in doubt, sort it out”

Rule #3. Facility environmental, health, and safety procedures must be followed at all times in the cleaning, moving, and disposal of equipment and material.

Step #4

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◦ Sorting using the Red Tag system A method used to identify items that are found in the

work area, but their use and need are unknown Red Tag Procedure

Dedicate a red tag storage site Look at all items critically, then place tags Record all tags on log sheet Give all users and shifts 48 hours to review Move items to red tag storage site Management review in one week Make a list of tools that are required, but not available.

Rule #4. The Red Tag System is for one-time use only; it is not an ongoing crutch for future clean-ups.

Step #4 Continued

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Red Tag Process Red Tags are used to

identify items when we are not sure if they are necessary or un-necessary

Ask the team:◦ Is this item needed?

If Yes, in what quantity? If Yes, is this the right location?

Once tagged:◦ Place items in holding area◦ Decide if they should be tossed,

relocated or returned to area

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Tags

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Red Tag Item Disposition List

Category Action

Obsolete Sell, give away, or throw away

Defective Return to supplier or throw away

Used about once a week Store in area

Used about once a month Store where accessible

Rarely used Store away from area

No idea Action item to figure it out

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◦ Straighten, orderliness. (Store) Improved safety Improved quality Improved productivity

◦ A place for everything, and everything in its place.

Rule #6. Use a ceiling-down strategy. The first straighten and sweep begins with the ceilings, walls, and floor.

Step #4 Continued

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◦ Straighten, orderliness. (Store) Organize everything that remains

Make locations visible and self-explanatory. Designate storage locations for everything

Tools Gauges Cleaning supplies Job aides, information sheets, etc.

Keys to organization Visual controls Immediate retrieval Immediate return

Step #4 Continued

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◦ Sweep, cleanliness. (Shine) Improved safety Improved team morale and ownership Improved quality Reduced equipment downtime

◦ Sweep the floors, wipe off equipment, paint if necessary, and make sure everything stays clean.

Step #4 Continued

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◦ Sweep, cleanliness. (Shine)◦ Three phases of shine

Daily cleanliness Cleanliness inspections Cleanliness maintenance

◦ Attach a maintenance card (or TPM Card) to identify the problem.

◦ Keys to cleanliness Must be done on a regular basis Cleaning tools and supplies available at point of use Assign specific individuals to tasks Designate specific cleaning time

Step #4 Continued

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◦ Schedule, cleaned up (Standardize) Improved safety Improved team morale and ownership Pave the path to step #5, Sustain

◦ Standardize and maintain the use of sort, straighten, and sweep

◦ Develop 5S activity checklists for all manufacturing and office areas

Rule #7. Have regular inspections

Rule #8. Have recognition and reward programs

Step #4 Continued

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◦ Scheduled clean up (Standardize)◦ Develop and implement best practices

Use a 5S checklist to identify what will be done, who is responsible and when the task is to be done.

◦ Visual workplace – color-coded zones Red – Inventory too low, re-order Green – Inventory level okay Yellow – Inventory too high, stop production

◦ Visual Standards Quality board to record problems Pictures representing types of defects Everyone can easily identify defects

Step #4 Continued

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◦ Sustain, Discipline Improved safety through better housekeeping Improved team morale and ownership Reduced overhead costs

◦ Practice and repeat these procedures until they become a way of life throughout the entire company

◦ “Sustain” is the discipline or rope that ties the other 4S’s together

Rule #9. 5S has to be self sustaining

Step #4 Continued

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◦ Sustain, Discipline Continue to sort, store, shine, standardize, and

sustain the work area. Companywide promotion of discipline Make properly maintaining correct procedures a

habit: Use inspections/audits by top managers to evaluate

each workstation and to provide feedback. Chart the audit scores on a visual display board to show

progress/deterioration

Step #4 Continued

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5S must become a part of what you do everyday◦ Create conditions to make it happen

Allow time Create awareness Add structure Management support

Sustaining 5S is the most difficult step in the process◦ Make it easy for members to hold their gains

Utilize visual management Audit the area and provide feedback

How Do We Sustain 5S?

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Eliminates excess equipment and inventory Reduced absenteeism Fewer equipment breakdowns and longer life Better understanding of equipment conditions Fewer defects and higher quality Defects are made obvious Efficient and effective organization Saves time, cost, and makes workplace easier to

maintain Improves production schedules Motion and waste reductions

Benefits of 5S

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Use common sense when implementing 5S....Don’t Go Overboard!!!

This should remove any confusion about who and where we are!

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=

Sort it out A place for everything….

Simplify & Standardize

Sustain the effort

Reduced Cost & Less Waste+ +

+ +Clean & Inspect

Review…What is 5S all about?

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Understand basic ergonomic concepts Learn how risk factors impact the body Review hand tool selection criteria

Ergonomic and Safety Objectives

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The study of work The art of designing work to fit the person An opportunity to make work easier A way to work smarter, not harder

Ergonomics is.....

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Illnesses that typically result from long term exposures to repetitive and forceful motions and activities

Caused by activities at home and work Frequently ignored by employees until the

symptoms become severe

Cumulative Trauma Disorders (CTD) Are....

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The best known CTD An illness that affects the hand and wrist Often misdiagnosed and mistreated An overused term often misused to describe

any wrist pain

Carpal Tunnel Syndrome Is...

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CTDs are painful, debilitating illnesses

CTDs require long recovery periods

An average CTD claim cost $21,000

Why Do We Need Ergonomics?

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Conditions or activities that increase the likelihood of incurring a CTD

Not always evident when a CTD is diagnosed

Not consistent in their effects on all people

Ergonomic Risk Factors Are...

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Awkward motions and postures Force Repetition, duration, & recovery time Vibration Environmental issues

Ergonomic Risk Factors

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Ergonomic Risk Factors

Cumulative

Trauma

Disorders

Posture/Motion

Force Repetition & Duration

Let’s Keep It Simple

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Awkward motions and postures

◦ Unnatural motions◦ Extreme range of motion◦ Very stressful postures

Ergonomic Risk Factors

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Awkward motions and postures

Reaching

Raised Behind Elbow Torso

Extreme Outward InwardFlexion Rotation Rotation

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The amount of effort required to complete a task

Pressure on tissues or body parts Increased by stressful postures and motions Accepted by individuals differently

Force Is...

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Using heavy tools/equipment Pushing and pulling objects/equipment Awkward postures and motions Impact or compression on hands/wrists Other - vibration, gloves, etc.

Force Can Be Caused By...

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The number of times a task is done over a specific duration of time

A potential risk factor based on the speed of the motions required and the recovery time between repetitions

Why is it a problem? Compounds the impact of other risk factors Reduces recovery time

Repetition Is...

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How often are materials moved before use? How are materials delivered to the

workstations? Are materials easy to reach at the

workstations? Can materials be lifted without bending? Can materials be placed into equipment

without excessive reaching?

Work Flow And Location Issues

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Maximize workstation adjustability Provide the right tools for the task Train workers to use the tools properly Tilt the work piece toward the worker Provide fixtures to hold parts

Simple Ergonomic Solutions

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Eliminate the task Reduce weights of materials Reduce upward and outward reaching

distances Convert lifts and carries to pushes and pulls Reduce the number of parts and fasteners Streamline material flow Provide power tools Raise products off the floor Contact the Safety Department for advice

Simple Ergonomic Solutions

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OBSERVATIONS

1. Employee size

2. The Accessibility of Tools, Controls, and Materials

3. Static Load and Fixed Posture

4. Lifting objects

SCORING 0-5(Very Weak - 0, Excellent - 5)

The workstation is adaptable to employee size (chairs, benches, shelves). When sitting, leg space should be sufficient. When standing, the spacing for feet should be sufficient.

Materials and Tools should be accessible, with minimal human twisting or body extensions; the area for twisting or turning should be sufficient. The operator does not have to make movements above the shoulders, below the waistline, or behind.

The Operator doesn’t have to extend/bend an arm or leg for long periods. He should not crook his head at extreme angles. Nor should he stand on one leg. A support is available when the operator has to keep his arms or hands extended for a long period.

Lifting and moving objects should be minimal. The operator must not lift heavy objects. He can adopt an appropriate posture when he is lifting. The weight of the object is minimal. The requirements for both precision and strength are avoided. When possible, handles are provided to lift the objects.

RESULT(0-5)

IMPROVEMENTS

Ergonomics Observation Sheet