Safety Through 5S. Jeffrey Gilbert Vice President of Operations Packaging Division

Transcription

1 The Opportunity to Improve Safety Through 5S Jeffrey Gilbert Vice President of Operations Packaging Division Flint Group North America

2 Manufacturing Strategy & Facility Locations Vancouver Portland Winnipeg Montreal Printer Neenah Plymouth Toronto Rochester Printer Printer Printer Printer Lebanon (Solvent) Lionville Kansas City Denver Chicago Columbia Printer Printer (Solvent) Anniston (Water) Atlanta Greensboro Printer Printer (Water) Dallas Printer Printer 2

3 Operations Mission and Scorecard Our Mission is to be the Supplier, Employer and Customer of Choice by Providing World Class Printing Inks and Services. We will: Provide a Safe and Respectful Work Environment Provide a Timely Response to All Needs and Always Deliver Product on Time Produce the Most Consistent and Highest Quality Products and Services Our Scorecard Safety Delivery First Pass Quality Everyday We will Challenge Ourselves to Do Better What Can We Do Differently? How Can We Do it Differently? By optimizing our safety, delivery and quality we will satisfy our customers and achieve the required cost and inventory reduction. 3

4 Improvement at Flint Group - The Star Process The Star Process is an approach to continuous business improvement that engages every employee and function in Flint Group. Focus on customers and their needs. Involve everyone, both as individuals and as team members Seek perfection in all that we do Involve a range of established improvement tools, techniques and frameworks Root Cause Analysis Kaizen / Value Stream Mapping Lean Manufacturing Six Sigma Business Process Redesign 4

5 Creating a Total Safety Culture Our Total Safety Culture requires continual attention to three areas: Person - Knowledge, Skills, Abilities, Intelligence, Motives, Attitude, Personality Training and Education Behavior - Using PPE, Lifting Properly, Following Procedures, Locking Out Power, Cleaning Up, Helping Others Peer-to-Peer Review Environment Equipment &Tools, Climate (and Culture), Management Systems Equipment Safeguarding Housekeeping Audits 5S Opportunity 5

6 5S - Workplace Organization Workplace organization is the manner in which we organize the things we have made available to accomplish a task we have decided to do. Foundation for lean production. Results in a safe, clean and neat workplace. Workplace should contain only what is needed to support the employee. A place for everything and everything in its place. 5S is the process of organizing the workplace. Sort Set-in-Order Shine Standardize Sustain 6

7 5S - Workplace Organization Sort keep what is needed, remove everything else Reduce number of items in immediate work area to what is required Find appropriate location for all required items Size and weight Frequency of use Urgency of use Find storage location for all supplies needed but not daily Determine how to prevent the accumulation of unnecessary items in the future Red tags Identified items that are not needed daily Red tag items removed from work area Place items in red tag storage area After 5 days, move any item not used to another storage area After 30 days keep any items that might be used, throw away others Tool or Material Item Needed Today? Item Needed In 5 Days? Item Needed In 30 Days? Throw Away Set In Order 7

8 5S - Workplace Organization Sorting Criteria: For each tool / material Questions to Ask: What is this item used for? How often is it needed? Is it needed in this location? Anywhere else? How many are needed? Who uses it? How easy is it to replace? What might happen if it were not available when it was needed? How much space does it occupy? Are there any reasons why this item should be kept here? Sorting Criteria: Frequency of Use Never (Unneeded) Once a Year Less than Once a Month Once a Week Once a Day or More Action Throw Away Place in Storage Store In Factory / Office Store in General Work Area Carry or Keep at Workstation 8

9 Example Red Tags 9

10 5S - Workplace Organization Set in order Evaluate and improve the efficiency of the current workflow Workflow - steps and motions employees take to perform the task Process - Spaghetti Diagram Create map of workplace showing all equipment and tools. Draw lines that show steps taken Use map to identify wasted motion, excessive travel distances, unnecessary movement, improper p placement of tools and materials Draw a map of a more efficient workplace, show arrangement of every item that needs to be moved Create location indicators show where and how much material / items to be kept at a specific place Move all items / material to appropriate location Post drawing / picture of improved layout Create Spaghetti Diagram Identify Wasted Motion, Excessive Travel, Unnecessary Movement Determine Better Storage Locations Create Location Indicators Move Material and Tools to the Best Locations Document the Best Location 10

11 5S - Workplace Organization Indicator Labels / Lines Where What How Many Shadow-boards 11

12 Example Indicator Lines 12

13 Example Shadow Board 13

14 Example Shadow Board 14

15 5S - Workplace Organization Shine Clean and shine the workplace by eliminating all forms of contamination (dirt, dust, fluids, other debris) Inspect equipment for abnormal wear or conditions that would lead to equipment failure Establish routine to keep workplace clean all the time 15

16 5S - Workplace Organization Standardize Make sure that all employees from every work area follow the appropriate sort, shine and set-in-order steps Sustain The gains made are sustained when: All employees are properly trained All employees use 5S techniques All managers are committed to success Workplace is well ordered and adheres to new procedures New procedures es become e habit for all Reevaluate the workplace using the sustain evaluation form 16

17 Example The Standard Before After 17

18 Example The Standard Before After 18

19 Example The Standard Before After 19

20 Example The Standard Before After 20

21 Example The Standard 21

22 Example The Standard Before After 22

23 Example The Standard Before After 23

24 Example The Standard Before After 24

25 Example Before After 25

26 5S - Workplace Organization Sustain Evaluation Form 5S Technique Sort Set-in-Order Shine Standardize Sustain Evaluation Are all items in the work area necessary? Have unnecessary items been red-tagged? Have red-tagged items been removed? Is the location for every item in the work area defined? Is every item in its defined location? Have all areas been cleaned? Has a cleaning scheduled been established? Is the cleaning schedule followed? Have standards been established? Are standards posted? Have company-wide standards been adopted in the area? Is the evaluation being completed on a regular basis? Are all schedules being followed? 26

27 Example Audit Form 5S Audit Form 1 Is the floor clean and maintained or is there evidence of spills of material, liquids or parts? 2 Are their too many (or too few) tools, parts, and supplies in the area? 3 Are papers and other general clutter being kept to a minimum in the work area? 4 Are unused inventory/parts/equipment being removed from the area? - Is the return shelf being actively emptied? 5 In unmarked parking areas, is the floor free from unnecessary items e.g. tools, supplies, ink, carts? 6 Are existing labels and other storage helpers being maintained as needed? 7 Are new labels and other storage helpers being added as needed for new supplies, materials, ink, etc? 8 Are inks that are stored under the racks organized and in the proper place - are lables correct? 9 Are the inks that are stored in the rack organized in a logical order? (numerical/alphabetical) 10 Are the inks that are stored in the racks neatly arranged and not mixed? 11 Are all solvents, rags, and other materials properly stored and maintained in an organized and clean manner? 12 Are the counters, floors, and other places where ink may be a problem cleaned regularly so that ink does not build up? 13 Are the ink cans on the top shelf stacked one can high on the edge of the rack? (Safety concern) 14 Is the temporary pallet staging area by the garage door empty, or if full, being actively used as loading/unloading only? 15 Is cleaning equipment readily available and identified in the area e.g. brushes, rags, bins, vacuums? 16 Are all documents in area neatly stored? 17 Do all of the area owners properly understand d how to follow the 5S guidelines and maintain i the area? 18 Are walkways, workstations, product storage and hold locations clearly identified? 19 Are all tables, benches and workstations kept in an orderly, clean and tidy condition? 20 Are 5S results/audits posted on a bulletin board. Is information on the bulletin board orderly and current? Comments Scoring 5 Excellent - Very limited room for improvement 4 Very Good - Few opportunities for improvement 3 Average - Some room for improvement 2 Below Average - Several opportunities for improvement 1 Poor - One of the worst areas 0 Totally Unacceptable Auditor(s): Date: Comments Total below 70 World Class Good Average Needs Improvement

28 Example - Measure Audit Weekly Separate Area Communicate Results Identify and Implement Corrective Actions Go home Not there Almost Got it Wow!! 0 a 39 % 40 a 59 % 60 a 79 % 80 a 94 % 95 a 100 % Location rd Standa Areas Oct Nov Dec Jan Feb Mar Apr May June Jul Aug Sep Oct Nov Dec t e Solvent Gravure 1 T.4 2 Storage tanks 3 Mixers 4 Mills 5 Canning 6 Racking 7 Warehouse Entrance

29 Implementation of 5S Goal Facilities are Clean and Organized as if Our Most Important Customer was Visiting Plan - JUST DO IT Train Operations Managers, Key Staff Personnel Formal: 5S Part of Our Lean Manufacturing Training Workforce Just-in-Time, Trained by Operations Managers Implement Select 1 Process / Work Area Achieve Success and Confidence Select Another Process / Work Area Repeat Audit Weekly Facility Audit Surprise Visits Measure Post Audit Results Review Opportunities with Facility 29

30 Lessons Learned Leadership Commitment Operational Definition of Clean and Organized Management Buy-in Seeking Perfection Complicating the Process 30

31 Summary Results Impact of 5S activity on safety, quality and productivity is not easy to measure by itself However, without having a clean and organized workplace the results would not be as good as they are Foundation for safety, quality and productivity If we can not do the simple, we can not do the more complex Summary 5S provides a method to implement and maintain good housekeeping practices 5S is common sense Just Do It! 31