5S_Safety

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How can 5S be One Key to a

Successful Safety Program?

Bill Schneider, Director EHS

Don Bennett, Continuous Improvement Coord.

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Benefits of 5S

Cleaner and safer

work environment

Reduction in non-

value added time

Effective work

practices

Efficient processes

-Increase Revenues

-Drive Down Costs

-Stay Competitive in the Market

P = R - C

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The Visual Workplace VisionThe Visual Workplace Vision

Major Lean Goal: In a visual

workplace, anyone will know thewho, what, when, where, why, and

how of an area within five minutes.

Lean Manuf. is the Tool Box and

5S is one of the Tools..

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What Is 5S?

Foundation for all improvement programs

A focus on organization, simplification, and

waste reduction

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Seven Wastes

Correction: having to fix or repair an item

Over production: causes shortages

Motion

Material and information movement

Waiting

Inventory

Processing: doing things to a product notvalued by the customer

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What Are the 5Ss?

SHINE

STANDARDIZE

SORT

SUSTAIN

STORE

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What is Sort?Sorting the needed

from the unneededCreate Space

Tool- Red Tagging

Benefit - We nowlease out 200,000

square feet.

sorting means leaving only the bare essentials: When in doubt,

throw it out, or place it in a (planned) long-term storage area.

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Sort - Fixtures, Tools, Raw Materials,

Finished Goods

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StoreBefore

After

A place for everything

and everything in its

place

Simplify storing and

retrieval of parts, andmaterials

Tool: physical map

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Store Action Items

Determine a location for each item.

Outline locations of equipment, commonly used material,

safety equipment.

Labels with Min/Max

quantities.

Develop shadow boards.

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SHINEMisc. Dept

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Shine Action Items Establish acceptable levels of performance

How clean is clean?

Develop visual controls

Mark equipment locations

Who and when cleaning plan

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StandardizeStandardization is the

practice of setting,

communicating, following,

and improving standards.

Includes HMIS Labels

Includes Safetyconsiderations in PWIs.

Standardization promotes

consistency.

Creativity over Capital

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Standardize Action Items Training Everyone must understand

Document the new approach Verify items are being handled in similar ways

Drive out opportunity for errors

Share best practices between depts. And facilities.

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SustainKeeping the gains and

further progress

Audit

Maintaining the first4 Ss

Plan-do-check-act

Weekly Safety Audit

Weekly 5S Audits(Internal & External)

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Sustain Action Items Determine desired level of achievement

Perform routine checks Photos Before and after

Develop action plans from audits

Measure progress and plan for continuous improvement

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Summary

Sort: What is needed not needed

Store: Place for everything always

Shine: Clean and keep clean

Standardize: Monitor and maintain

Sustain: Stick to the rules

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Oasis Kaizen BlitzSteel Shop Set-Up Reduction

P8AM Nose DieAugust 25 29, 2003

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What is a Kaizen Blitz?An accelerated improvement process focused on

speed and agility. Process focused on producing

step function performance improvement - e.g.

20%- 90% - in a short time, in a targeted area.

OASIS has found it to be an opportunity fordiscovery of both production and safety needs.

Kaizen (Japanese) - to make better continuous, incremental

improvement of an activity to create more value with less waste.

Blitz(German) - lightning a fast hit to achieve a tactical

objective.

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SS Kaizen Blitz Schedule Monday Train, film current state setup

Tuesday Initiate ideas requiringtime/resources, analyze film, generateand prioritize ideas, selectimplementation ideas

Wednesday Execute implementation ideas

Thursday Execute idea set, re-film setup,assess, develop and present results

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Revised Set-up Process

Elapsed Time 17 minutes 08 seconds

Time Reduction 45% (Machine availability)

No. of Set-up Associates One

Increased Availability 100%

Total Distance Traveled 80 Feet

Distance Reduction ~ 92%

Before After

No. Assoc 2 1

Distance 1,075 ft 80 ft

Time 31.3 min. 17.1 min.

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SUMMARY OF ACCOMPLISHMENTS

Installation of Andon Lights and CommunicationsBoard

- Wait and Go-Get

Hand jack, tools at press, bolt organization, and printavailability

- Wait and Go-Get

Revised procedure for stopping flywheel

- Install, Remove, Wait and Adjust

Coordinated die removal/installation

- Wait and Adjust

Script for revised process- Install, Remove, Adjust, Wait, and Go Get

Gain of 65+ noses due to reduction in overall

machine downtime

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HAND TRUCK AT PRESS

ORGANIZED BOLT

STORAGE AT FRONT

AND BACK OF PRESS

PRINTS AT

PRESS

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ANDON LIGHT

COMMUNICATION

BOARDS

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Flywheel Stoppage PWI

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Major Accomplishments

Define/develop Job Packet Requirements

Define/establish draft die inspection procedure

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DRAFT PROCEDURE DIE INSPECTION

The die must be checked for the following items when it is about

to be removed from a press

Inspect the following for cracks, chips, damage, or missing

punches or current operation (when accessible)

1) Punches

2) Die sections

3) Gages Crowders

4) Springs

5) Stripper Pads

Inspect the following for excessive wear, galling, or abuse (when

accessible)

1) Shoulder bolts

2) Strippers

3) Pressure pads

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Establish procedure for end of job clean-up

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Establish procedure for end of job clean-up Establish standardized Class 1 set-up procedure

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PROCEDURE FOR CLASS 1 SET-UP

Obtain job packet

Stage die

Inspect die per die inspection procedure

Scan die / Fill out die card Switch to inch mode

Ram to bottom

Stop flywheel per machine specific flywheel stoppingprocedures

Clear area behind press (machine specific)

Unbolt front bolts

Unbolt rear bolts

Turn on ram motor

Raise ram inch

If incoming die taller, set ram

Raise ram with flywheel

Stop flywheel per machine specific flywheel stopping

procedures

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Define/develop Job Packet Requirements Define/establish draft die inspection procedure


Establish standardized Class 1 set-up procedure

Establish material handler procedure for Class 1 set-up Developed bolt storage board, limiting amount of bolts available

at press

Developed safety guard instructions for posting

at press

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Major Accomplishments Define/develop Job Packet Requirements



Establish standardized Class 1 set-up procedure

Establish material handler procedure for Class 1 set-up Developed bolt storage board, limiting amount of bolts available

at press

Developed safety guard instructions for posting at press

In process of developing machine specificflywheel stopping procedures

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Why does the Safety Department

like 5S so much?

Safer Working Conditions

We can find all the fire extinguishers

Eye wash stations are accessible

Reduced slip, trip and fall hazardsBetter organization reduces Associate

travel time and distance, thus reducing

the opportunities for accidents.

Aisles are clear for emergency egress

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Safety Programs will have limited success

without Upper Management Support.

5S/Lean Manufacturing has the highest level of

support from OASIS management. Companies invest 100s of thousands of dollars

(or more) in consultants, employee time andtraining, supplies and equipment to support

implementation of the program. Management actively and openly supports Lean

Principles because it makes companies morecompetitive in the market place.

OASIS has imbedded numerous SafetyPerformance Objectives into the 5S program.

5S is a Production Driven program.

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Bronze Level 5S Safety Performance Standards

1. Use the one-page safety inspection form to review conditions throughout the department.

2. Post the completed inspection form when done. Send old forms to SC for filing.

3. Post and use the Daily Safety Checks poster.

6. HMIS Posters need to be posted in a conspicuous location.7. All chemicals need to have HMIS labels or appropriate markings (refer any questions to SC).

8. MSDS books need to be kept up to date. See SC for latest inventory and help.

10. Evacuation Monitors (and back-ups) assigned for each shift.11. Assembly Area Attendance form readily available.

12. Tornado maps need to be posted in a conspicuous location.

13. Emergency phone #s and communication procedures posted next to phones

Regular weekly safety inspections and management of basic Hazard Communication and

Emergency Procedures information:

4. During the weekly inspections, check the condition of fire extinguishers; eye wash stations and other

emergency equipment in your areas. (are they visible, accessible, undamaged, charged, and in working

order?). Initial the monthly fire extinguisher

5. Any action items found during the safety inspections need to be listed on your PAL. Check with SC

to determine the appropriate schedule for each action item.

9. Evacuation maps need to be posted in a conspicuous location, and assembly areas highlighted. See

SC for new copy if needed.

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Silver Level 5S Safety Performance Standards

Safety Procedures Documented, Posted and Communicated:

1. Safety procedures include:

Forklift Rules of the Road

LO/TO requirements for eligible machines posted/attached to the machine.

PPE requirements for the department posted

Emergency procedures for special equipment shut down (if applicable)

Guarding and safety device descriptions for machines

Safety and warning signs posted on machines and in appropriate areas.

2. Machine guarding needs identified and reflected on PAL

4. Identify workstations/jobs needing safety and ergonomic assessment (referrals to SC)

5. Assist SC in accident investigation and corrective actions, with any action items listed on the PAL.

3. Communication of safety topics and procedures should be through documented toolbox meetings

and visual aids/postings.

Develop and implement checklists incorporating safety, set-up and operating criteria andsettings for machines (e.g., SS power presses set-up checklist)

Other department-specific safety procedures, signs, posters, etc. For example, STW

has the regulations and guidelines for shade levels for welding shields.

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HOUSEKEEPING: Aisles, floors, work areas free from obstructions, slipping

and tripping hazards? Tools, equipment, materials stored properly when not in

use? Waste materials stored in appropriate containers and

disposed of in a safe manner?

MATERIAL HANDLING AND STORAGE: Manual material handling equipment in good condition?

Powered material handling equipment in good condition?

Hazardous and toxic materials handled, stored, transported inaccordance with regulatory requirements?

Cylinders transported and stored in upright position; properlysecured?

Slings in good condition, and inspected EACH DAY of use?

HAND AND PORTABLE POWER TOOLS: Correct tools provided?

Hand tools and power equipment in good condition?

Guards in place, properly adjusted?

Grinding wheel tongue guard and tool rest properlyadjusted?

Stored tools locked or secured?

MACHINERY/ELECTRICAL: Motors clean, free of oil, grease and dust?

Equipment in safe operating condition, point of operationguards provided and functioning properly?

PERSONAL PROTECTIVE EQUIPMENT: Safety glasses/face shield/goggles?

Foot protection? Clothes?

Hand protection? Head protection?

Respiratory protection?

Hearing protection?

ADMINISTRATIVE CONTROLS: Proper safety signs/labels/posters posted?

Associates rotated as necessary?

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Develop safe work procedures

5S helps get production staff involved in

identifying needs and developing safework procedures as part of the process

work instructions. (e.g., parts washer

cleanout procedures which include aconfined space and LO/TO component).

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PD PARTS WASHER LOCKOUT/TAGOUT

SAFE ENTRY PROCEDURE

Before entering the parts washer complete the following steps:

1. Notify all affected employees that the machine is going to beshut down, locked out and the reason why.

2. Review the Confined Space Entry Permit for entering thewasher. Modify the permit requirements and safety precautions

based on the job to be performed, chemicals used, etc.

3. Do not enter the washer unless there is another person outsideto monitor and assist you.

4. Shut off the main conveyor by the normal stopping procedure.Throw the disconnect switch located at C-1 and set to the offposition.

5. Open the washer doors (D1, D2, D3, D4, D5) to promote goodair circulation.

6. Make sure the Entrance Fan and Exit Fan are both on.Check their status at the Electrical Disconnect Panel to makesure they are in the On position.

7. Throw the Pump Disconnect switches Nos 1, 2, 3, 4, 5, 6, and7. to the Off positions.

8. If you enter Door #1 (D1) Lock and Tag pump switches 1 and 2.9. If you enter Door #2 (D2) Lock and Tag pump switches 3 and 4.10. If you enter Door #3 (D3) Lock and Tag pump switches 4 and 5.11. If you enter Door #4 (D4) Lock and Tag pump switches 5 and 6.12. If you enter Door #5 (D5) Lock and Tag pump switches 6 and 7.

Oasis Corporation

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Oasis CorporationSAFETY LOCKOUT

MACHINE INFORMATION Common Name: Press

Machine Number: 623 Manufacturer Name: Bliss

Energy Location of Disconnect Method of Lockout Procedure to Release

Source Energy#1- Electrical Operator control panel Hasp and lock Turn off, lockout, turn on,

480V-3 Phase turn off.

#2-Compressed Left rear of machine Ball valve c over and lock Turn off, lockout, bleed pressure

Air

#3-Gravity Die area Install safety blocks under the Flywheel has stopped, machine

slide is off, place safety blocks

#4-Electrical Overhead bus bar, directly over machine Hasp and lock Turn off, lockout, turn on,

480V-3 Phase turn off.

Electrical Air Water Gravity Hydraulic Natural Gas

#1#2

#3#3

#4

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Develop a system of inspecting andauditing each department machine and

process

Traditional Hazard Assessments are

performed by safety & compliance staff.

Weekly 5S Safety Audits are done bydepartment staff to evaluate safety

issues along with production systems.

Weekly internal and external 5S Audits

are performed.

Department: Month/Year ___________

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Inspector(s):

This list is intended only as a reminder. Please report any usafe acts or conditions. The current copy of this form must

be completed and posted on your 5S Board. Please forward old copies to Safey & Compliance

CATEGORY OK = Y Not OK = N Wk1 Wk2 Wk3 Wk4 Wk5 DATEInspection Date (day): Location/Comments FIXED

FIRE PROTECTION

Is extinguishing equipment accessable & undamaged?

Monthly visual inspection completed/documented for

ALL fire extinguishers in your area?

Exits and stairs clear, signs visible, evacuation maps

posted?

Other?

MATERIAL HANDLING AND STORAGE

Manual material handling equip. in good condition?Powered material handling equipment in good

condition?

Hazardous and toxic materials handled, stored,

transported in accordance with reg. requirements?

Cylinders transported and stored in upright position;

properly secured?

Racking and shelving in good working order, with

load limits specified and adhered to?

Other?

ELECTRICAL

Cover plates for outlets and switches in place?

Electric cords properly placed?

Electrical outlets properly grounded?

Circuit fuses/breakers in clean, closed boxes?

Circuits & switches properly identified/labeled?

Approved extension cords in good condition?

Electric circuits & tools GFCI protected?(if required)

Other?

FIRST AID/EMERGENCY COMMUNICATIONEye wash/emergency showers condition?

Eye wash/emergency showers working OK?

Employees aware of injuiry reporting & procedure?

Emergency communication procedures posted?

Other?

HMIS PROGRAM

Chemicals properly labeled?

HMIS poster posted?

HMIS cards being carried?

Proper PPE being used per label?MSDSs readily available?

Miscellaneous/Comments:

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M i t i hi h t d d f

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Maintain a high standard of

housekeeping in all departments at alltimes.

The 5Ss - Sort, Store, ShineStandardize, and Sustain

The goals of these Lean Tools are to

implement and sustain goodorganizational and housekeeping

practices.

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Ireland Blow Molding Before week 24 03

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After

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Develop a program to handle

emergencies in the facility

Departments are required to identify

and post emergency procedures,evacuation and tornado shelter maps,

and identify their evacuation monitors.

Evacuation attendance forms are also

required to be readily available.

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Involve employees in the safety

program Operational Excellence (OE) Teams meet weekly

to identify problem areas (multidisciplinary) and

to do problem solving. OE Teams can fulfill the role of safety

committees without additional/separate meetings,provided there is some structure and SC input.

Often times safety issues are discussed at OEmeetings, especially at the beginning of 5Simplementation.

Employees take turns performing the 5S safety

inspections. It is very important for the safety professional to

spend as much time with employees to provideguidance and appreciation to production staff.

R d ti f Ph i l d M t l

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Reduction of Physical and Mental

StressErgonomic improvements have been

developed during 5S activities.When employees have problems on the

line, they have the ability to STOP the

line to correct the problem.

Pull production system (One-Piece-

Flow) instead of a Push system.

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Used tohave to

reach up

and across

track to getto wires.

Used to be inboxes on floor

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More Benefits.

Raises the levels of employeeParticipation and Awareness

Results in safer working conditions

Reduces Lost Time Accident Rates

Reduces OASIS Costs of Accidents

(Direct & Indirect) OASIS is Self-Insured.

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Accident Costs 2001 vs. 2002Direct Cost of

Accidents

($) (a)(b)

Indirect Costs

of Accidents

$ (c)

Total Cost of

Accidents

$

2001 73,017 91,271

28,737

164,288

2002 22,990

68% less

51,727

Notes: (a) Direct annual costs do not include payments made for previous years

accidents.

(b) Source Gates/McDonald

(c) Multiplier of 1.25 used to represent indirect costs.

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Conclusions

Not enough data to see dependable, long-

term trend, but immediate results look

promising.

Most costly accidents (recordable injuries)have dramatically decreased overall.

No correlation between department incident

rates and their 5S scores.

Documents

5S_Safety