How can 5S be One Key to a

Successful Safety Program?

Bill Schneider, Director EHS

Don Bennett, Continuous Improvement Coord.
 Benefits of 5S
Cleaner and safer
work environment
Reduction in non-
value added time
Effective work
practices
Efficient processes

-Increase Revenues
P=R-C
-Drive Down Costs
-Stay Competitive in the Market
The Visual Workplace Vision

Major Lean Goal: In a visual

workplace, anyone will know the
who, 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…..
What Is 5S?
Foundation for all improvement programs

A focus on organization, simplification, and

waste reduction
Seven Wastes
i Correction: having to fix or repair an item
i Over production: causes shortages
i Motion
i Material and information movement
i Waiting
i Inventory
i Processing: doing things to a product not
valued by the customer
What Are the 5S’s?

SORT SHINE

STORE

STANDARDIZE SUSTAIN
What is Sort?
Sorting the needed
from the unneeded
Create Space
Tool- “Red Tagging”

Benefit - We now
lease 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.
Sort - Fixtures, Tools, Raw Materials,
Finished Goods
 Before
Store
“A place for everything
and everything in it’s
place”
After
Simplify storing and
retrieval of parts, and
materials

i Tool: physical map

Store – Action Items
i Determine a location for each item.
i Outline locations of equipment, commonly used material,
safety equipment.
i Develop shadow boards.

i Labels with Min/Max

quantities.
Misc. Dept SHINE
Shine Action Items
i Establish acceptable levels of performance
i How clean is clean?
i Develop visual controls
i Mark equipment locations
i Who and when cleaning plan
Standardize
Standardization is the
practice of setting,
communicating, following,
and improving standards.
Includes HMIS Labels
Includes Safety
considerations in PWIs. Creativity over Capital

Standardization promotes
consistency.
Standardize – Action Items
i Training – Everyone must understand
i Document the new approach
i Verify items are being handled in similar ways
i Drive out opportunity for errors
i Share best practices between depts. And facilities.
Sustain
Keeping the gains and
further progress
Maintaining the first
4 S’s Audit
Plan-do-check-act
Weekly Safety Audit
Weekly 5S Audits
(Internal & External)
Sustain – Action Items
i Determine desired level of achievement
i Perform routine checks
i Photos – Before and after
i Develop action plans from audits
i Measure progress and plan for continuous improvement
 Summary
i Sort: What is needed … not needed

i Store: Place for everything … always

i Shine: Clean … and keep clean

i Standardize: Monitor and maintain

i Sustain: Stick to the rules

Oasis Kaizen Blitz
Steel Shop Set-Up Reduction
P8AM Nose Die
August 25 – 29, 2003
 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 for

discovery 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.
 SS Kaizen Blitz Schedule
i Monday – Train, film current state setup

i Tuesday – Initiate ideas requiring

time/resources, analyze film, generate
and prioritize ideas, select
implementation ideas

i Wednesday – Execute implementation ideas

i Thursday – Execute idea set, re-film setup,

assess, develop and present results
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.
 SUMMARY OF ACCOMPLISHMENTS
i Installation of Andon Lights and Communications
Board
- Wait and Go-Get
i Hand jack, tools at press, bolt organization, and print
availability
- Wait and Go-Get
i Revised procedure for stopping flywheel
- Install, Remove, Wait and Adjust
i Coordinated die removal/installation
- Wait and Adjust
i Script for revised process
- Install, Remove, Adjust, Wait, and Go Get
i Gain of 65+ noses due to reduction in overall
machine downtime
PRINTS AT
ORGANIZED BOLT
PRESS STORAGE AT FRONT
AND BACK OF PRESS

HAND TRUCK AT PRESS

ANDON LIGHT

COMMUNICATION
BOARDS
Flywheel Stoppage PWI
 Major Accomplishments

i Define/develop Job Packet Requirements

i Define/establish draft die inspection procedure
 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
 Major Accomplishments
i Define/develop Job Packet Requirements
i Define/establish draft die inspection procedure
i Establish procedure for end of job clean-up
 Major Accomplishments

i Define/develop Job Packet Requirements

i Define/establish draft die inspection procedure
i Establish procedure for end of job clean-up
i Establish standardized Class 1 set-up procedure
 PROCEDURE FOR CLASS 1 SET-UP

i Obtain job packet

i Stage die
i Inspect die per die inspection procedure
i Scan die / Fill out die card
i Switch to inch mode
i Ram to bottom
i Stop flywheel per machine specific flywheel stopping
procedures
i Clear area behind press (machine specific)
i Unbolt front bolts
i Unbolt rear bolts
i Turn on ram motor
Raise ram ¼ inch
If incoming die taller, set ram
i Raise ram with flywheel
i Stop flywheel per machine specific flywheel stopping
procedures
 Major Accomplishments
i Define/develop Job Packet Requirements
i Define/establish draft die inspection procedure
i Establish procedure for end of job clean-up
i Establish standardized Class 1 set-up procedure
i Establish material handler procedure for Class 1 set-up
i Developed bolt storage board, limiting amount of bolts available
at press
i Developed safety guard instructions for posting
at press
 Major Accomplishments
i Define/develop Job Packet Requirements
i Define/establish draft die inspection procedure
i Establish procedure for end of job clean-up
i Establish standardized Class 1 set-up procedure
i Establish material handler procedure for Class 1 set-up
i Developed bolt storage board, limiting amount of bolts available
at press
i Developed safety guard instructions for posting at press
i In process of developing machine specific
flywheel stopping procedures
 Why does the Safety Department
like 5S so much?
i Safer Working Conditions
i We can find all the fire extinguishers
i Eye wash stations are accessible
i Reduced slip, trip and fall hazards
i Better organization reduces Associate
travel time and distance, thus reducing
the “opportunities” for accidents.
i Aisles are clear for emergency egress
Safety Programs will have limited success
without Upper Management Support.

i 5S/Lean Manufacturing has the highest level of

support from OASIS management.
i Companies invest 100’s of thousands of dollars
(or more) in consultants, employee time and
training, supplies and equipment to support
implementation of the program.
i Management actively and openly supports Lean
Principles because it makes companies more
competitive in the market place.
i OASIS has imbedded numerous Safety
Performance Objectives into the 5S program.
i 5S is a Production Driven program.
Bronze Level 5S Safety Performance Standards
Regular weekly safety inspections and management of basic Hazard Communication and
Emergency Procedures information:
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.
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.
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.
9. Evacuation maps need to be posted in a conspicuous location, and assembly areas highlighted. See
SC for new copy if needed.
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
Silver Level 5S Safety Performance Standards

Safety Procedures Documented, Posted and Communicated:

1. Safety procedures include:
ƒ Forklift Rules of the Road
ƒ LO/TO requirements for eligible machines posted/attached to the machine.
ƒ PPE requirements for the department posted
ƒ Emergency procedures for special equipment shut down (if applicable)
ƒ Guarding and safety device descriptions for machines
ƒ Safety and warning signs posted on machines and in appropriate areas.
ƒ Develop and implement checklists incorporating safety, set-up and operating criteria and
settings for machines (e.g., SS power presses set-up checklist)
ƒ Other department-specific safety procedures, signs, posters, etc. For example, STW
has the regulations and guidelines for shade levels for welding shields.
2. Machine guarding needs identified and reflected on PAL
3. Communication of safety topics and procedures should be through documented toolbox meetings
and visual aids/postings.
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.
HOUSEKEEPING:
x Aisles, floors, work areas free from obstructions, slipping
and tripping hazards?
x Tools, equipment, materials stored properly when not in
use?
x Waste materials stored in appropriate containers and
disposed of in a safe manner?

MATERIAL HANDLING AND STORAGE:

x Manual material handling equipment in good condition?
x Powered material handling equipment in good condition?
x Hazardous and toxic materials handled, stored, transported in
accordance with regulatory requirements?
x Cylinders transported and stored in upright position; properly
secured?
x Slings in good condition, and inspected EACH DAY of use?

HAND AND PORTABLE POWER TOOLS:

x Correct tools provided?
x Hand tools and power equipment in good condition?
x Guards in place, properly adjusted?
x Grinding wheel tongue guard and tool rest properly
adjusted?
x Stored tools locked or secured?

MACHINERY/ELECTRICAL:
x Motors clean, free of oil, grease and dust?
x Equipment in safe operating condition, point of operation
guards provided and functioning properly?

PERSONAL PROTECTIVE EQUIPMENT:

x Safety glasses/face shield/goggles?
x Foot protection?
x Clothes?
x Hand protection?
x Head protection?
x Respiratory protection?
x Hearing protection?

ADMINISTRATIVE CONTROLS:
x Proper safety signs/labels/posters posted?
x Associates rotated as necessary?
Develop safe work procedures

i 5S helps get production staff involved in

identifying needs and developing safe
work procedures as part of the process
work instructions. (e.g., parts washer
cleanout procedures which include a
confined space and LO/TO component).
 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 be

shut down, locked out and the reason why.

2. Review the Confined Space Entry Permit for entering the

washer. 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 outside

to 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 “off”
position.

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

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

7. Throw the Pump Disconnect switches No’s 1, 2, 3, 4, 5, 6, and

7. 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
SAFETY LOCKOUT
MACHINE INFORMATION Common Name: Press
Machine Number: 623 Manufacturer Name: Bliss

#1
#2

#4

#3 #3

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 cover 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

Develop a system of inspecting and
auditing each department machine and
process

i Traditional Hazard Assessments are

performed by safety & compliance staff.
i Weekly 5S Safety Audits are done by
department staff to evaluate safety
issues along with production systems.
i Weekly internal and external 5S Audits
are performed.
Department: Month/Year ___________
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 DATE

Inspection 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 COMMUNICATION
Eye 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:
5S Audit Checklist **Copy Safety Standards On Back** Revised 1/21/03
Department: Paint Dept. Scored By: BS - Score
Date: 12/19/03 Previous Score: 87 Score: 91 - Previous Score
5S # Area Check Scoring Total
BASIC 1 Are machines free of dust, dirt, and oil buidup? 0 1 2 3 4 5
2 Is the break and or locker area clean? 0 1 2 3 4 5
3 Is departmental office clean and organized? 0 1 2 3 4 5
4 Are the aisles and areas around machines free of dirt, dust, pellets, oil and metal shavings? 0 1 2 3 4 5 26
5 Are all items properly stored and not in aisles, around fire extinguishers or safety equipment? 0 1 2 3 4 5
6 Red Tag Area Cleared out? 0 1 2 3 4 5
BRONZE 1 All items sorted/stored Can you answ er: 1) What am I? 0 1 2 3 4 5
2 All items sorted/stored Can you answ er: 2) Am I w here I am supposed to be? 0 1 2 3 4 5 Bronze 75 points
3 Involvement by everyone based on O.E requirements? 0 1 2 3 4 5
4 5S Visual board in place – All requirements fullfilled? 0 1 2 3 4 5
5 Audits Internal/External - completed w eekly and posted on the 5S Visual Board 0 1 2 3 4 5 39
6 Workplace regularly free of clutter 0 1 2 3 4 5
7 Project Action List(s) current posted and follow ed correctly. 0 1 2 3 4 5
8 Ow nership Who & When 0 1 2 3 4 5
9 Are Bronze 5S safety performance standards being satisfied? 0 1 2 3 4 5
SILVER 1 All locations labeled (MIN-MAX) 1) How many of me are there? 0 1 2 3 4 5
2 All locations labeled (MIN-MAX) 2) How many of me should there be? 0 1 2 3 4 5
3 Toolboxes and Carts organized 0 1 2 3 4 5
4 Long term storage system created for rarely used items 0 1 2 3 4 5 Silver 115 points
5 Key process procedures posted to standard and communicated to associates 0 1 2 3 4 5 20
6 Are Silver 5S safety performance standards being satisfied? 0 1 2 3 4 5
7 Outline all machine locations and label. Adherence to standards is required. 0 1 2 3 4 5
8 Department self cleaning – Audits should be able to be performed anytime during the w eek 0 1 2 3 4 5
GOLD 1 100% accurate on storage audits - random parts w ill be audited each w eek 0 1 2 3 4 5
2 Clear Metrics based on O.E requirements 0 1 2 3 4 5 Gold 135 points
3 No extra materials/items in the department 0 1 2 3 4 5 4
4 Visual Controls –Quality, Production and Planning 0 1 2 3 4 5
PLATINUM 1 Coach Gold and Silver Departments 0 1 2 3 4 5
2 No more than 2-4 hours w orth of materials at w ork station 0 1 2 3 4 5 2 Platinum 150 points
3 Quarterly Lean Improvements implemented based on 5S platform 0 1 2 3 4 5
0= Not Started Yet 1 = Minimally Compliant (Just getting started) 2 = Marginally Compliant (less than half way)
3 = More-or-less compliant (better than half way) 4 = Almost Compliant (Just needs some finishing touches)
5 = Fully Implemented / Sustained Audits posted are not up to data GRAND TOTAL
91
Opportunities for Improvement: How are defect issues relayed to the proper
Part Washer area: Guard on #6 pump shaft needs to be replaced; Floor needs cleaning, especially beneath washer;
What are procedures and schedule for Parts Washer cleanout? Need to clean and mop beneath washer;
Load Unload area: Need to discuss completed panels in SS, but not yet in PD, whose are they? Racks of noses and panels no label;
Basket of different colored parts with no label, is this scrap?;
Powder Coat Room: Junk on top of supply cabinet neds to be pitched; Need tool board for shovels, squeegy, broom, etc.
Need HMIS labels on boxes and/or posted for red, orange, blue streak, etc.;
Storage cabinets (hose cabinet and spare parts) need to be 5S'ed
Hook Oven - Hook burn-off oven needs to be repaired badly; Carl needs to follow-up with Cecil and Ed.
Maintain a high standard of
housekeeping in all departments at all
times.

i The 5Ss - Sort, Store, Shine

Standardize, and Sustain
i The goals of these Lean Tools are to
implement and sustain good
organizational and housekeeping
practices.
Ireland Blow Molding Before week 24 03
After
Develop a program to handle
emergencies in the facility
i Departments are required to identify
and post emergency procedures,
evacuation and tornado shelter maps,
and identify their evacuation monitors.
i Evacuation attendance forms are also
required to be readily available.
Involve employees in the safety
program
i Operational Excellence (OE) Teams meet weekly
to identify problem areas (multidisciplinary) and
to do problem solving.
i OE Teams can fulfill the role of safety
committees without additional/separate meetings,
provided there is some structure and SC input.
i Often times safety issues are discussed at OE
meetings, especially at the beginning of 5S
implementation.
i Employees take turns performing the 5S safety
inspections.
i It is very important for the safety professional to
spend as much time with employees to provide
guidance and appreciation to production staff.
Reduction of Physical and Mental
Stress
i Ergonomic improvements have been
developed during 5S activities.
i When employees have problems on the
line, they have the ability to STOP the
line to correct the problem.
i “Pull” production system (One-Piece-
Flow) instead of a “Push” system.
 Used to be in
boxes on floor

Used to
have to
reach up
and across
track to get
to wires.
More Benefits….

i Raises the levels of employee

Participation and Awareness
i Results in safer working conditions
i Reduces Lost Time Accident Rates
i Reduces OASIS’ Costs of Accidents
(Direct & Indirect)
i OASIS is Self-Insured….
Incidents for 2001, 2002, 2003
OSHA Recordable Total # of Incidents
Incidents

2001 33 53

2002 16 31

2003 16 51

•Total Incidents: CY1999 = 63 CY 2000 = 79

 Accident Costs 2001 vs. 2002
Direct Cost of Indirect Costs Total Cost of
Accidents of Accidents Accidents
($) (a)(b) $ (c) $
2001 73,017 91,271 164,288

2002 22,990 28,737 51,727

68% less
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.
Conclusions

i Not enough data to see dependable, long-

term trend, but immediate results look
promising.
i Most costly accidents (recordable injuries)
have dramatically decreased overall.
i No correlation between department incident
rates and their 5S scores.