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Safety Safety Leadership SeriesSeries
5 S + 1Safety Makes the
Difference!!!
2May 2004
Safety and the 5 S’so Five S’s (5 S’s) is a Lean Manufacturing Area
of focus that is absolutely critical for an effective safety program.
o 5 S +1 will integrate facility housekeeping and order with the discipline of Lean Manufacturing.
SYSTEMATIZE
SUSTAIN
SCRUB
STRAIGHTEN
SORT
5 S
3May 2004
Leadership Outline
oWHY??? After all this is construction not brain surgery??
oUnderstanding 5 So Connecting Safety in the Best Wayo The Leader’s role, responsibility
and accountability.oWhat’s in it for me? For Hancor?oMy Commitment – starting now…
4May 2004
Why all the Fuss???
Mediocrity:It takes a lot
less time… …and people
won’t really notice…
…until it’s too late!!!
5May 2004
Now – That’s better!!!!!!!!!!!!!
Mediocrity:It takes a lot
less time and people won’t really notice until it’s too late!!!
6May 2004
Here are some key “Whys!”
o In Clean Workplaces:o Workers are exposed to fewer hazards
and have fewer accidents.o Less time is lost “looking for tools” or
materials – everything has a place and can be found there.
o Efficiencies and quality are better.o Individual ownership and accountability
is stronger.
o At Hancor we expect leaders to encourage and ensure orderly workplaces.
7May 2004
Tidy up!! –Find something important!!
8May 2004
You’ve all seen it!!!
9May 2004
And some Top Performers!!
10May 2004
o Slips o slick or wet floorso Platforms, and other walking and working surfaces.
o Trips o objects left in walkways and work areas.o Poorly defined and maintained walk wayso Uneven flooring, uncovered pits or drains
o Falls o Climbing on machineryo Elevated platforms without good guarding.o Faulty ladders
o Collisions o Overhanging materialso Protruding objectso Poor Visibility
Poor Housekeeping really HURTS!!
11May 2004
Understanding 5 So Sort
o When in Doubt – Toss it out!!!
o Straighteno A place for everything
and everything in its place
o Scrubo White Glove Treatment
o Systematizeo Practice Makes
Permanent
o Sustaino Perfect Practice Makes
Perfect
SYSTEMATIZE
SUSTAIN
SCRUB
STRAIGHTEN
SORT
5 S
12May 2004
Sorto A Plan for identifying necessary and unnecessary
equipment, tools and materialso Remove all “non essential” or “not currently needed”
equipment, tools and materials from the designated area.
o Identify a “sorting location” to place all unnecessary equipment, tools and materials and classify them according your sorting criteria. That criteria might include:o Discardo Re-Inventoryo Unidentifiedo Repair and Re-Inventoryo ….
o Sort and Tag all unnecessary materials. Tags on unknown or repair items must have a “complete by” date or should be discarded.
o Allow individuals from other areas to check for materials for their needs.
o Prepare to re-store necessary materials or equipment in newly designated and visual locations.
13May 2004
Straighteno Ordered and visual storage of essential tools and
equipmento Ordered and visual storage of essential materialso Communications centers with locations for:
o Written communicationso Phone and other necessary directorieso Critical Fileso Pads and critical supplieso Phones, radios, or other communications deviceso Production communicationso Essential Instruction and parts manuals
o Designated storage and pallet locations (outlined and visually identified)
o Designated walk and work areas (to be kept clear of materials and equipment)
o Visual instructions key to processeso Clear, Ordered and visual location for specific
cleaning materials and agents.
14May 2004
Scrubo Complete an Initial 5 S “Super Cleaning”
o Identify and secure all “cleaning agents” necessary for deep cleaning.
o Train associates on hazards of cleaning agentso Systematically deep clean the assigned area.o Make regular cleaning assignments and inspections.
o Clarify cleaning responsibilities of operator, maintenance, or other associate.
o Communicate to all associates:o The cleaning responsibilities and methodso The organization and order of the areao The system to account for their area of responsibility
o Take Before and After photoso Establish a visual accounting for “current conditions”
and build a new understanding of what is acceptable and what is not.
o Reward improvementso Account, Account, Account
o A drill sergeant regularly makes white clove tests of the areas within his responsibility – and so must we.
15May 2004
Systematizeo Create “Visible” Order
o Locations for tools must be clearly and individually marked.o Resources and material must be clearly marked and have visible
instructionso Inventory lists should be posted.o Nothing “critical” should be in a “book.” Make it Always
Visible!!o Process Steps also must be Visible
o Cleaning steps should be postedo Cleaning responsibilities should be postedo Audits and accountability should be visible and public
o Locks should not be necessaryo Locks hide contents of a tool box or cabinet so as to “control”
access to them. This increases the likelihood tools will be missing when needed.
o Visible and enforced “counts” of equipment and materials reduces “borrowing” – but it has to be3 consistent.
o Lead by exampleo Leaders have to observe both effective and ineffective
“practices”o Effective follow through should be noted and rewardedo Ineffective activity must be corrected and not allowed
o Leaders must walk the talk – do what they say!!
16May 2004
Sustaino Every day we have to pay attention to
“unnecessary” equipment or tools in our area.
o Every day we must see if things are in the right place and re-placed each shift.
o Every day we need to clean something, improving our ability to insure quality and effectiveness.
o Every day we must call someone’s attention to something they did “right” or something they could do better.
o Every day – not once a week and not once a month.
oEvery day we have to vigilant.
17May 2004
Systematize
oWe have to have a place and the discipline to put everything needed and always know where we will find it.
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