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6S Workplace Organization
& Safety
Building a Lean and Safe Foundation
Organized?
Questions are the hallmark of
disorganization
Where does it go?
Which one?
What next?
How many?
What you don’t know could
absolutely hurt you
Disorganization is a challenge
to hazard identification
Workplace Organization & Safety
Organization is the practice of creating order
around an activity for a purpose
Safety is a workplace free from hazards
Creating order that promotes value-added
performance and positive safety and health
outcomes.
What is 6S?
6S is a foundational lean methodology that
promotes a safe and organized work area
through standards and visual controls that drive
problem solving.
What is 6S?
“The 5S’s comprise the basic civilization that
protects corporate organisms from the ravages
of the changing environment.” (Hirano)
“Civilization begins with order, grows with liberty,
and dies with chaos.” (Durant)
Three Keys to Operational Excellence 1. Create an environment in which the
abnormal can be distinguished from the normal.
2. Develop a workforce that knows the right thing to do when they encounter the abnormal.
3. Empower the workforce to do the right thing.
- John Shook
Abnormal vs Normal
“What would you say you do
here?”
Disambiguation
Eliminating ambiguity
Promoting clarity/knowledge
The 6 S’s
1. Sort – get rid of excess
2. Set in Order – find the best locations
3. Shine – clean to inspect
4. Safety – evaluate and integrate safety & health
5. Standardize – new procedures & visuals
6. Sustain – make it part of the routine
Clean to inspect, inspect to detect, detect to correct, and correct to protect
安全 anzen
Where does Safety fit in?
6S Methodology
Declutter
Arrange
Clean
Improvement
5S/6S is Historical
Clean-Up
Arrange
Neatness
Discipline
On-Going Improvement
Henry Ford’s Can-Do Policy of the 1920s
6S is Elementary
6S is Fashion Forward
6S is Daily Life
Why is 6S Important?
Typical Environment
Confusion
Poor/no training
Lack of visibility to work
Fire fighting
Solving same problem again
Safety hazards and regulatory gaps abound
Productivity, quality, safety and cost suffer
6S Environment
Organized
Visual
Standard Driven
Safety-Integrated
Problems routinely identified
and solved
Employee Engagement
Teamwork
Bottom line impacts
The Value of 6S?
What challenges does your workplace face? Disorganization
Lack of standards
Persistent safety hazards
No problem solving process
How could 6S benefit you and your company? Productivity, Quality, Delivery, Safety
Customer Focus
Marketability and Brand
Ready for Change
10 13
23
27
30
47
51
58
62
79
40
17
1st S: Sort
Get Rid of Excess
Junk/Trash
Obsolete tools and
products
Out of date materials
Damaged/broken
equipment
Items that belong in
other departments/work
areas
Excess inventory
Only Keep the Value-Added
Sort & Safety
Identify hidden hazards
Remove unnecessary chemicals
Improve evacuation egress
Improve access to safety controls
Red/Orange Tag Holding Area
Red/Orange tagging is a visible way to identify items that are: 1. Not needed/excess 2. In the wrong place 3. Under EHS evaluation
10 13
23
27
30
47 40
22
2nd S: Set In Order
Identify best locations
Layout/Flow
Frequency of use
Ease of access
Height, weight, size
User-friendly
Ergonomics
A place for everything and
everything in its place
Set in Order Example
Before After
Work Area Layout
Set In Order & Safety
Reduced Transportation
Reduce chance for slips and trips
Improved Ergonomics
Safety controls in right locations
3rd S: Shine
Clean to Inspect
Debris, dirt, dust
Oil, water, fluids
Documents
Leftover materials,
scrap
Control Contamination at
the Source
Clean Routinely and
Strategically
Shine Example
How Did it Get So Dirty?
Shine & Safety
Clean equipment supports safety
Eliminate leaks that can lead to floor
contamination
Visibility of safety signs and controls
10 13
23
27
30
47 40
29
4th S: Safety
Look for SAFETY Hazards
Slips, Trips and Falls
Actuation Hazards
Fires and Explosions
Ergonomics
Transportation Hazards
Yuck – Hazardous and Toxic Substances
Build in Compliance
Sort, Set in Order and Shine promote safety
• S – Slips, Trips and Falls
• A – Actuation
• F – Fires and Explosions
• E – Ergonomics
• T – Transportation
• Y – Yuck
5th S: Standardize
Create rules to maintain the
first 4 S’s
Red tag procedures
Location, number,
position of items
Cleaning schedules
Safety checks
Share information through
Visual Controls
Standardize Example
What is the
standard?
Standardization & Safety
Numbers from 1 to 49
10
13
23 27 30
47
40
35
6th S: Sustain
Developing a culture of workplace organization and safety: Visible management
commitment 6S is part of daily work Total employee
involvement: people are key
Develop new awareness and skills
Ongoing communication
Everybody, Everyday
"The imposition of a new organizational
paradigm"
Sustain = Management
The condition of the workplace is a reflection of the
managers and supervisors.
It mirrors their attitudes and intentions.
Why 5S/6S Didn’t Work Before…
Lack of management leadership
Housekeeping program vs. problem solving
Disconnected from business results
5S/6S viewed as trivial
Flavor of the month
Too busy to implement/sustain
Won’t work in our industry…
Business is just fine…
Packaging Specialties, Inc.
Commercial printing
Food and non-food packaging
ASI Food Safety certified
Lean journey began in 2005
6S, TPM, Pull, SMED & Visual
Management
6S @ Packaging Specialties, Inc.
Business Case:
Machine Utilization is critical
5S/6S the foundation to
support TPM and SMED
activities.
Firefighting, solving same
problems over and over.
Improvement in operations
necessary for survival and
to gain market share.
Sort
Set In Order
Shine
Standardize
Standardize
Sustain
6S @ Packaging Specialties, Inc.
Impacts Changeover time reduction
Reduced stock outs
Reduced inventory
OEE has doubled!
Zero days away injuries in 2015
Culture Always open to visitors
Engaged associates focused on problem solving
6S @ Packaging Specialties, Inc.
Lessons Learned
Management leadership – audit and measure
Engage associates in the process
Coaching from team leads/supervisors
Make it easy for associates to be engaged
Keep it fresh – update metrics, goals, approaches
Everyone, everyday
Questions?
Damon C. Nix, CSP
Paul J. Todd
