6S Workplace Organization & Safety. Building a Lean and Safe Foundation

Transcription

1 6S Workplace Organization & Safety Building a Lean and Safe Foundation

2 Organized? Questions are the hallmark of disorganization Where does it go? Which one? What next? How many? What you don t know could absolutely hurt you Disorganization is a challenge to hazard identification

3 Workplace Organization & Safety Organization is the practice of creating order around an activity for a purpose Safety is a workplace free from hazards Creating order that promotes value-added performance and positive safety and health outcomes.

4 What is 6S? 6S is a foundational lean methodology that promotes a safe and organized work area through standards and visual controls that drive problem solving.

5 What is 6S? The 5S s comprise the basic civilization that protects corporate organisms from the ravages of the changing environment. (Hirano) Civilization begins with order, grows with liberty, and dies with chaos. (Durant)

6 Three Keys to Operational Excellence 1. Create an environment in which the abnormal can be distinguished from the normal. 2. Develop a workforce that knows the right thing to do when they encounter the abnormal. 3. Empower the workforce to do the right thing. - John Shook

7 Abnormal vs Normal What would you say you do here? Disambiguation Eliminating ambiguity Promoting clarity/knowledge

8 The 6 S s 安全 anzen 1. Sort get rid of excess 2. Set in Order find the best locations 3. Shine clean to inspect 4. Safety evaluate and integrate safety & health 5. Standardize new procedures & visuals 6. Sustain make it part of the routine Clean to inspect, inspect to detect, detect to correct, and correct to protect

9 Where does Safety fit in?

10 6S Methodology Arrange Improvement Declutter Clean

11 5S/6S is Historical Henry Ford s Can-Do Policy of the 1920s Clean-Up Arrange Neatness Discipline On-Going Improvement

12 6S is Elementary

13 6S is Fashion Forward

14 6S is Daily Life

15 Why is 6S Important? Typical Environment Confusion Poor/no training Lack of visibility to work Fire fighting Solving same problem again Safety hazards and regulatory gaps abound Productivity, quality, safety and cost suffer 6S Environment Organized Visual Standard Driven Safety-Integrated Problems routinely identified and solved Employee Engagement Teamwork Bottom line impacts

16 The Value of 6S? What challenges does your workplace face? Disorganization Lack of standards Persistent safety hazards No problem solving process How could 6S benefit you and your company? Productivity, Quality, Delivery, Safety Customer Focus Marketability and Brand Ready for Change

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18 1 st S: Sort Get Rid of Excess Junk/Trash Obsolete tools and products Out of date materials Damaged/broken equipment Items that belong in other departments/work areas Excess inventory Only Keep the Value-Added

19 Sort & Safety Identify hidden hazards Remove unnecessary chemicals Improve evacuation egress Improve access to safety controls

20 SHELDON SORTS

21 Red/Orange Tag Holding Area Red/Orange tagging is a visible way to identify items that are: 1. Not needed/excess 2. In the wrong place 3. Under EHS evaluation

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23 2 nd S: Set In Order Identify best locations Layout/Flow Frequency of use Ease of access Height, weight, size User-friendly Ergonomics A place for everything and everything in its place

24 Set in Order Example Work Area Layout Before After

25 Set In Order & Safety Reduced Transportation Reduce chance for slips and trips Improved Ergonomics Safety controls in right locations

26 3 rd S: Shine Clean to Inspect Debris, dirt, dust Oil, water, fluids Documents Leftover materials, scrap Control Contamination at the Source Clean Routinely and Strategically

27 Shine Example How Did it Get So Dirty?

28 Shine & Safety Clean equipment supports safety Eliminate leaks that can lead to floor contamination Visibility of safety signs and controls

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30 4 th S: Safety Look for SAFETY Hazards Slips, Trips and Falls Actuation Hazards Fires and Explosions Ergonomics Transportation Hazards Yuck Hazardous and Toxic Substances Build in Compliance Sort, Set in Order and Shine promote safety

31 S Slips, Trips and Falls A Actuation F Fires and Explosions E Ergonomics T Transportation Y Yuck

32 5 th S: Standardize Create rules to maintain the first 4 S s Red tag procedures Location, number, position of items Cleaning schedules Safety checks Share information through Visual Controls

33 What is the standard? Standardize Example

34 Standardization & Safety

35 Numbers from 1 to

36 6 th S: Sustain Developing a culture of workplace organization and safety: Visible management commitment 6S is part of daily work Total employee involvement: people are key Develop new awareness and skills Ongoing communication Everybody, Everyday

37 "The imposition of a new organizational paradigm"

38 Sustain = Management The condition of the workplace is a reflection of the managers and supervisors. It mirrors their attitudes and intentions.

39 Why 5S/6S Didn t Work Before Lack of management leadership Housekeeping program vs. problem solving Disconnected from business results 5S/6S viewed as trivial Flavor of the month Too busy to implement/sustain Won t work in our industry Business is just fine

40 Packaging Specialties, Inc. Commercial printing Food and non-food packaging ASI Food Safety certified Lean journey began in S, TPM, Pull, SMED & Visual Management

41 Packaging Specialties, Inc. Business Case: Machine Utilization is critical 5S/6S the foundation to support TPM and SMED activities. Firefighting, solving same problems over and over. Improvement in operations necessary for survival and to gain market share.

42 Sort

43 Set In Order

44 Shine

45 Standardize

46 Standardize

47 Sustain

48 Packaging Specialties, Inc. Impacts Changeover time reduction Reduced stock outs Reduced inventory OEE has doubled! Zero days away injuries in 2015 Culture Always open to visitors Engaged associates focused on problem solving

49 Packaging Specialties, Inc. Lessons Learned Management leadership audit and measure Engage associates in the process Coaching from team leads/supervisors Make it easy for associates to be engaged Keep it fresh update metrics, goals, approaches Everyone, everyday

50 Questions? Damon C. Nix, CSP Paul J. Todd