5s & safety

© Lean & Mean Consulting. All rights reserved. 2015 © Lean & Mean Consulting. All rights reserved. 2016

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5S & Safety Promoting High Workplace Safety & Productivity

World-Class Standards & Best Practices of Operational Excellence

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Objectives

Understand the benefits of working in a safe, clean and neat environment

Define the 5S principles, and identify visual tools

Explain how to apply the 5S principles and visual tools to enhance workplace organization

Learn how to kick start and launch a 5S initiative

Define the critical success factors for 5S implementation

Learn how to use 5S Tools and Standard Templates

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Introduction to 5S

5S Provides a Solid Foundation to Lean Implementation

Types of Waste in the Workplace

What is 5S?

Benefits of 5S

Implementing 5S

Critical Success Factors

Training Agenda

5S Audit System

5S Principles - Step By Step

5S for the Operations:

Safety

Quality

Productivity

Equipment Reliability

5S in the Office

5S Maturity Model

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Introduction to 5S

5S is a structured process to enhance workplace safety, quality, efficiency, order and standardization

5S represents the disciplines for maintaining a visual workplace that supports our safety culture of zero injuries & world class quality

5S is a foundation for Continuous Improvement

5S

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5S Lays the Foundation for Continuous Improvement

Pro

ductivity

5S

Leveling Standardized Work Kaizen

Just-In-Time

• Continuous flow

• Takt time

• Pull system

• Flexible workforce

Jidoka

• Separate man &

machine work

• Abnormality

Identification

• Poka yoke

•Visual Control

Goals:

Superior service,

lowest cost, shortest lead times

Involvement

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5S Helps to Identify and Eliminate the 8 Types of

Waste

Motion

Extra physical / mental motion that doesn’t add value

Waste

Waiting

Employees waiting for another process

or information

Over production

Producing more than what the

customer needs

Intellect

Not using employees full

intellectual contribution

Over processing

Adding excess value when the customer does not require it

Defects

Reprocessing, or correcting work

Inventory

Building and storing products the

customer has not ordered

Transportation

Moving from one place to another

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Principles General Description

1S Sort Remove what is not needed and keep what is needed

2S Set in Order A place for everything and everything in its place. Arrange items in order for easy access

3S Shine Keep things clean and tidy; no garbage or dirt in the workplace. Eliminate the source of dirt for repeating issues

4S Standardize Use standards and guidelines to maintain a clean workplace

5S Sustain Make 5S a habit and teach others to adhere to established standards

5s + Safety Safety is integrated into all of the above S’s

What Is 5S

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Benefits of 5S

5S supports our total safety culture

5S delivers world-class quality

5S promotes colleague engagement

5S increases customer satisfaction

5S immediately makes abnormal conditions visible

5S improves productivity

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5S Implementation Process

Step 5: Implement 5S

Step 1: Establish the 5S Focus Area

Step 2: Define a 5S Implementation Plan

Step 3: Develop 5S Criteria and Standards

Step 4: Provide 5S Education

Step 6: Audit, Evaluate & Follow-Up

5S

2

Promoting High Workplace Safety & Productivity

Module. 06

5S

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1S: Sort

Guiding Principle: Clutter elimination

Safe environment

Meaning: Distinguish between the necessary

and unnecessary

Get rid of what you do not need

“When in doubt, move it out”

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1S: Sort

The first step in 5S is to get rid of what we do not need

Go through all the tools, equipment, materials, drawers, cabinets etc. in the plant and work areas Keep only essential items

Everything else is stored away, discarded, or red tagged

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Attach Red Tags

Fill in everything except disposition

Perform tagging swiftly

Place tags on all items in question

Move “tagged items” to a RED ZONE

NOTE: if you know the item is to be disposed of, do it directly – only tag items that need to be dispositioned.

Other items you might need:

• A log book

• Boxes for small items (Tag the box instead of tagging each small item individually)

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Red Tag. Example

A tool to prepare Red-Tags is available!

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Red Zone Details

Red Zone Requirements:– must be bordered in red and labeled “RED ZONE”

Red Zone must be in a predominate location and visited by Management Team on a regular basis IE. Daily Walk Around

Red Zone items must be dispositioned within 48 hrs

For all assets follow the fixed asset disposal, impairment, and transfer policy

Prepare and print red tags:

Use the template from Lean Management Academy

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How to Sort:

Starting the 5S Sort

During the sort event look for any obvious safety issues and resolve them immediately. You may find trip hazards or leaking equipment that was covered up.

If there is any doubt that something is required identify item with a red tag

Some employees will be resistant and want to keep items not needed. In this situation, refer to guidelines on slide 22

At the end of the sort event each workstation should only contain a small amount of

work-in-process and the tools and supplies needed to do the work.

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How to Sustain 5S?

Get commitment from all levels

Get everyone involved

Support 5S across the organization

Do it all the way

“Gemba” (Shop Floor) walk by Plant Management

Conduct 5S audits and leverage successes

Use 5S to capitalize on Continuous Improvement programs and initiatives

Ensure action items are being tracked and completed in a timely manner

5S

Continuous Improvement

Teams

Suggestion System

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How to Sustain 5S?

Conduct monthly audits (minimum):

Include operations, offices and support areas every month

Immediately address and fix issues Use housekeeping criteria, IE. 5S Audit, Shine

Schedule, Red Tag procedure, WCO Assessment to evaluate each zone

Post ‘expected standard’ pictures in the areas and hold everyone accountable to the ‘standard’

Post results of ‘before’ and ‘after’

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5S Audit & Results

• Record action items and

assign owner

• Zone Champions track

and monitor all items to

ensure timely closure

• Location of Audit:

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5S Effect on Safety, Quality, Productivity, and Equipment Maintenance

5S

Safety

Quality

Productivity

Equipment Maintenance

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5S + Safety = 6S

Wear appropriate PPE (Personal Protective Equipment)

Install guarding as necessary and inspect existing guarding to ensure it is in safe, functional order

Ensure warning signs are predominately located:

Emergency Exits, High Voltage, Slippery/Wet floor, etc.

Use “Tag-Out/Lock-Out” Procedure

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Document all instructions clearly and include pictures when possible

Specify clear process standards

Safety

Quality

5S and Quality

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Enter Work Order and/or report equipment/machines that require repair

Use ‘Lock-Out/Tag-Out’ procedure

Remove/replace tools, gauges and equipment that are damaged, broken or past calibration date

5S and Equipment Maintenance

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Module. 06

5S

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Desks, Cabinets, Shelves

Dispose of any unnecessary items from your desk drawers, cabinets and shelves. Arrange necessary items neatly

Do not place anything on top of cabinets

Label contents in each cabinet on outside, and label each file

At the end of your work day, leave your work area clean and organized

Poor Workstation Organization

Good Workstation Organization

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Module. 06

5S

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5S Audit Workplace Scan Checklist

1. One-page audit questionnaire

2. It takes up to 20 minutes to complete it per 5S zone

3. It is an Excel file with auto-scoring function

4. It can be easily modified to meet individual preferences and expectations

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5S Maturity Levels- Where Are You?

5 Continuous

Improvement

Cleanliness problem

areas are identified and

mess prevention actions

are in place

Needed items can be

retrieved in 30 seconds

with minimum steps

Potential problems are

identified and

countermeasures

documented

Proven methods for

area arrangement and

practices are shared

and used

Root causes are

eliminated and

improvement actions

include prevention

4 Focus on

Reliability

Cleaning schedules and

responsibilities are

documented and

followed

Minimal needed items

arranged in manner

based on retrieval

frequency

Work areas cleaning,

inspection, and supply

restocking done daily

Proven methods for

area arrangement and

practices are used in the

area

Sources, frequency of

problems are noted with

root cause and

corrective actions

3 Make It

Visual

Initial cleaning is done

and mess sources are

known and corrected

Needed items are

outlined, dedicated

locations are labeled in

planned quantities

Visual controls and

indicators are set and

marked for work area

Agreements on labeling,

quantities, and controls

are documented

Work group is routinely

checking area to

maintain 5S agreements

2 Focus on

Basics

Necessary and

unnecessary items are

identified; those not

needed are removed

Needed items are safely

stored and organized

according to usage

frequency

Key area items are

marked to check and

required level of

performance noted

Work group has

documented area

arrangement and

controls

Initial 5S level is

established and is

posted in the area

1 Just

Beginning

Needed and not needed

items are mixed

throughout the area

Items are randomly

placed throughout the

workplace

Key area items checked

are not identified and

unmarked

Work area methods are

not always followed and

are not documented

Work area checks are

randomly done and

there is no 5S

measurement

Sort Set In Order Shine Standardize Sustain

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5S Routine Checklist

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5S Level Execution Audit. Example Level 2

5s & safety

Automotive