How to get your shop in order for safety process improvement

Nearly all shops have opportunities for improvement, whether it is in customer service, purchasing, recordkeeping, environmental, quality or safety. There are many ways to improve – some informal, some formal, some shop-developed and some shop-adapted.

While most business process improvements aren’t specifically geared toward safety, it doesn’t mean safety shouldn’t be included or that safety won’t be impacted. As a shop professional, it’s important to understand the various business improvement concepts and strategies so you can use them to enhance safety and keep them from impacting safety adversely.

ELIMINATE WASTE

The majority of business process improvement methods revolve around eliminating or reducing waste. “Waste” can be practically anything when used in this context. It can be too much product on-hand, too many steps in maintenance, unnecessary form completion, redundant reviews and unnecessary movement of materials, to name a few.

From the safety standpoint, “waste” can refer to too many steps to report a hazard or safety suggestion; poorly arranged workstations or processes resulting in excess manual lifting or awkward postures; unnecessary or prolonged exposure to harmful substances; and too many approvals/obstacles to purchase personal protective equipment (PPE), to name a few.

When Lean concepts are implemented, shops will see improvements in safety. Some will be the result of physical and process changes. Some will be the result of an engaged and involved workforce.

START WITH A LEAN METHOD

One of the primary ways to eliminate waste in processes is through the use of Lean methods, of which there are numerous. One in particular that may be well-suited for fleet shops is the 5S system.

The term “5S” refers to a system for organizing the workplace in an effort to eliminate waste. The term comes from the five terms that comprise the process, each of which starts with the letter “s:”

• Sort.
• Set in Order.
• Shine.
• Standardize.
• Sustain.

Step 1: Sort

The first phase of a 5S process is determining what the shop has, grouping like items and getting rid of what is not needed. For this phase, the shop literally looks at all areas, including toolboxes, bins, corners and tables.

Items that are related – such tools, parts and clean-up supplies – should be moved together in a part of the shop. Similarly, defective or damaged items, or those that are seldom used, should be moved together and given a red tag.

Some organizations also supplement the sorting phase by flagging potential environmental or safety issues with a yellow tag. If an area/material/equipment gets both a red tag and yellow tag, it will be a clear opportunity for safety improvement. If the item gets only a yellow tag, then the safety staff can explore the possibility for feasible alternatives.

It is critical during the Sorting phase that items such as unneeded chemicals are not just haphazardly disposed or moved, and appropriate EHS (environment, health and safety) professionals should be consulted.

Step 2: Set in Order

Once unnecessary items have been removed, the next step is to organize what remains. This is really the heart of the 5S system.

This part of the process can be handled in a variety of ways. The important thing is to give thought to how the items will be used, how frequently they will be used, how items can be “grouped,” which storage systems make the most sense and what reminders or cues can be put in place to ensure that order remains.

The Set in Order phase provides a great opportunity to make life easier on your workers.

Often, a common reason why clutter and safety hazards prevail is because it is overly complicated or too inconvenient to figure out which container a chemical waste should go in, which area the container should go in or where the wrench should be placed.

Step 3: Shine (also commonly called Sweep, Scrub)

What is left after items have been sorted and Set in Order must be cleaned. Aside from helping with the organizational and morale standpoint, this allows for identification of defects, leaks, etc. The cleaning aspect must be a daily process.

Step 4: Standardize

This part of the process gets rid of “that’s not how we do it.” Everyone follows the same procedures for keeping an area orderly and clean.

The Standardize step will not be easy initially. It will be tempting to let things “slide” once the initial 5S event has passed.
The key is to assign responsibilities for overseeing the process and also holding regular 5S “events,” such as daily quick assessments and weekly clean-ups. If you notice these weekly events are resulting in major clean-up and organizing, then it’s a good time to send out progress reports and reminders, emphasizing the shop’s commitment to the process.

Over time, if you remain persistent, things should fall into place as “part of the way we do it.”

Step 5: Sustain

There are many tools to carry out the 5S system. Often it comes down to awareness, which can be done with newsletters, signs and photos. Also, walkthroughs are an enormous component to raise visibility and to ensure the system is being sustained.

“Before and after photos” are often used as a way to demonstrate the impact of Lean. 

The 5S process allows organizations to keep their existing structure in most cases, but focuses on organizing within that structure. That is one of the advantages of the 5S process, and why it is often one of the first Lean tools companies utilize as it allows shops to make change without completely overhauling operations.

The 5S words – referred to as “pillars” – work together in a cyclical manner, meaning there is continuous improvement.

THE SIXTH “S”

While many organizations notice safety improvements by focusing on the original five pillars, it is common to formally add in a sixth “S” called “Safety,” usually placed after the “Shine” phase. This allows organizations to focus on such things as removing tripping hazards and optimizing ergonomic factors.

Safety does have a direct link to the 5S process. However, housekeeping is recognized as one of the most basic ways to improve safety. Aside from the obvious physical hazards, having a clean and orderly workplace does wonders for the morale of the area and the way workers approach their jobs.

It is similar to the Broken Window Theory for criminology in that if conditions are allowed to be dirty or in poor repair, eventually no one will care to look after what is in good shape. In other words: “Why should I care? What’s one more broken window?”

THE 6S IMPACT

From the physical standpoint, items that typically come into play with Safety pillar include:

• Tripping hazards – These tend to be abated with a good housekeeping system.
• Machine guards – These tend to stay in place and in good repair.
• Aisleways/exits – These can be kept clear through 6S. Also, they will be designated adequately and lines (if used) will be maintained.
• Fire extinguishers – They will be unobstructed and maintained.
• Ergonomics – Workers won’t have to bend or stretch over unnecessary debris to reach tools or equipment. Furthermore, 5S/6S typically reduces or eliminates unnecessary motions.
• Chemicals/cylinders – They will be stored and secured properly. If there are small spills, cleanup supplies will be available. 

The chemical labels under OSHA’s Hazard Communication Standard are a prime example of 5S. Everyone should know what the labels mean, and they should be consistent.

• Electrical – Disconnects will be unobstructed and clear.
• PPE – It will be maintained and available.
• Combustible dust – If it doesn’t accumulate, the hazard becomes less likely.
• Tools – The right tool for the job will more likely be used in a 5S/6S system because it will be available. This can lead to a reduction in ergonomic and other injuries from using the wrong tool. 

This can also aid with Lockout/Tagout compliance as equipment will be available and orderly.

Often, the 6S process involves placing only the tools needed for an area in that area. General toolboxes are put in a central location.

• Signs/warnings – They will remain current and visible through cleanliness. This includes such items as machine warnings and control identification, as well as wall posters and signs.

TO BEGIN

It doesn’t take much cost to start a 5S/6S process. If you have some red and yellow tags and a few color-coded dots and labels, you are armed with enough to get going.

There may be minimal costs involved in terms of organizational aids (e.g., cabinets, containers and pegboards), but generally it is not an expensive endeavor.

The main thing is time, involvement and commitment.

Travis Rhoden is a senior editor at J. J. Keller & Associates (www.jjkeller.com). Since 1954, the company has been helping businesses deal with the complex and constantly evolving regulations that affect their every-day operations by providing services and resources for effective compliance. Rhoden specializes in safety management systems, job hazard analysis, storage rack safety, injury recordkeeping and forklift training. In addition to the many publications and tools he supports at J. J. Keller, he is a frequent safety conference speaker and contributor to industry publications.