Webinar Lean 6S: 5S + Safety is organized by Global Wizdom (GW) and will be held on Mar 26, 2020.

Key Take Away:
Know how to use the 5S workplace organization method to improve quality, efficiency, and workplace safety. The latter application supports the ISO 45001:2018 standard for occupational health and safety (OH&S).

○ Friction, or seemingly minor inefficiencies and annoyances, can undermine organizational performance enormously. 5S helps eliminate friction from the workplace to improve performance.
○ 5S is a workplace organization process that supports safety, lean manufacturing, and ISO 9001:2015
○ 5S consists of:
• Seiri = Clearing Up. (“When in doubt, throw it out.” Remove from the workplace anything that is not necessary.)
• Seiton = Arranging (“A place for everything, and everything in its place.” This eliminates the need to waste time searching for tools and parts.)
• Seiso = Neatness
• Shitsuke = Discipline
• Seiketsu = Ongoing Improvement
○ Safety (the 6th S) is achieved through:
• Safety audits
• Workplace safety committees
• Hiyari hatto (“experience of almost accident situation,” a safety near-miss report)
•“Can’t rather than don’t” (Henry Ford safety principle)
• These activities all support key clauses of ISO 45001:2018.

Why Should You Attend:
Rudyard Kipling described the basic principle of 5S in The ‘Eathen long before anybody had ever heard of 5S: “Mind you keep your rifle an’ yourself jus’ so!” Armies knew from hard experience that weapons had to work reliably when they were needed, and supply carts and artillery carriages had to be similarly reliable. Breakdowns and malfunctions were what General Carl von Clausewitz called friction, a set of seemingly minor annoyances whose cumulative effect could degrade an organization’s performance fatally.

The same principle carries over into industry where seemingly minor annoyances ranging from equipment breakdowns to having to search for tools and parts undermines performance without drawing attention to themselves. The waste and inefficiency get built into the job, and are soon taken for granted.
The 5S process, however, removes friction along with hiding places for poor quality, and also occupational health and safety hazards. 5S will, by itself, suppress two of the twelve major causes (as identified by Henry Ford, and they are still valid today) of workplace accidents. The Ford Motor Company’s “can’t rather than don’t” safety principle will suppress another five, and ISO 9001:2015 clauses 7.1.3 and 7.1.4 will address another four.

Use of 5S to remove friction will therefore improve efficiency and deliver bottom line financial results, and its extension to occupational health and safety will protect workers and support ISO 45001 if your organization is using it.
Attendees will receive copies of the slides and accompanying notes.

Areas Covered in the Session:
○ Know the enemy: friction, “…the force that makes the apparently easy so difficult,” as depicted in the 19th century by Carl von Clausewitz and much more recently by J.F. Halpin (Zero Defects) and Tom Peters. 5S helps get rid of friction.
○ 5S as we now know it originated at the Ford Motor Company, where Henry Ford recognized its importance to the extent that he paid his cleaners the same high wages he paid his workers.
• Lockout-tagout as we now know it also originated at Ford.
• 5S also facilitates and supports single-minute exchange of die (SMED) and small production runs.
○ S1: Seiri = Clearing Up. Identify and remove from the workplace everything that is not necessary for daily operations. Items necessary for periodic but not everyday activities can be stored nearby but offline. Clearing up makes the next step, Arranging, possible.
○ S2: Seiton = Arranging. Organize tools and equipment by frequency of use, and preferably in order of use (for sequential tasks). Organize the workplace and job to eliminate wasted motion; threefold (or even more) efficiency improvements are possible!
○ S3: Seiso = Neatness. A clean workplace gives abnormalities no place to hide.
○ S4: Shitsuke = Discipline. S4 makes S1 through S3 routine, and adds preventive maintenance. Take supposedly “minor stoppages” seriously because they are friction and also symptomatic of underlying trouble.
○ S5: Seiketsu = Ongoing Improvement. Look for more opportunities to apply 5S. The workers who actually do the jobs are in the best positions to notice new applications for 5S.
○ Safety: Henry Ford’s twelve accident root causes (which are still applicable today). The Ford Motor Company of the early 20th century was among the safest workplaces in the entire country.
• Ford’s “Can’t rather than don’t” (as in “make it so the worker can’t put his or her hand in the moving parts as opposed to telling him ‘don’t put your hand in the moving parts’) principle addresses five of the twelve accident causes. Engineering controls are superior to administrative controls that require vigilance and compliance. Lockout-tagout is a form of “can’t rather than don’t.”
• ISO 9001:2015 clauses 7.1.3 and 7.1.4 will address another four,
• 5S addresses another two
• This leaves only “inappropriate attire” which requires administrative controls such as personal protective equipment requirements, and bans on loose clothing.
• Safety audits identify hazards for corrective action and support ISO 45001:2018 clause 9.2.

William Levinson, P.E., FASQ is the owner of Levinson Productivity Systems, P.C. which specializes in quality management systems, industrial statistics, and lean manufacturing. He is the author of numerous books and articles on management and quality, and a leading authority on Henry Ford’s universal code for world-class performance.

Intended Audience

Who Will Benefit:
Manufacturing and quality managers, engineers, and technicians, and also people with responsibility for occupational health and safety.

Activity Payment Details

Activity Fee : USD $159.00

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