5S & Safety

1. © Lean & Mean Consulting. All rights reserved. 2015© Lean & Mean Consulting. All rights reserved. 2016 06/ 16 5S & Safety Promoting High Workplace Safety & Productivity World-Class Standards & Best Practices of Operational Excellence

2. 2 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

3. 3  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

4. 4 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

5. 5 5S Lays the Foundation for Continuous ImprovementProductivity 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

6. 6 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

7. 7 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

8. 8 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

9. 9 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

10. 2 Promoting High Workplace Safety & Productivity Module. 06 5S

11. 5S

12. 12 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”

13. 13 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

14. 14 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)

15. 15 Red Tag. Example A tool to prepare Red- Tags is available!

16. 16 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

17. 17 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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22. 22 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

23. 23 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’

24. 24 5S Audit & Results • Record action items and assign owner • Zone Champions track and monitor all items to ensure timely closure • Location of Audit:

25. 25 5S Effect on Safety, Quality, Productivity, and Equipment Maintenance 5S Safety Quality Productivity Equipment Maintenance

26. 26 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

27. 27  Document all instructions clearly and include pictures when possible  Specify clear process standards  Safety  Quality 5S and Quality

28. 28  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

30. 30 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

32. 32 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

33. 33 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

34. 34 5S Routine Checklist

35. 35 5S Level Execution Audit. Example Level 2