The Lean and Environment Toolkit
'.
V- -
Improve Environmental Results
Reduce Business Costs and Risk
Identify and Eliminate Waste
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Toolkit Format
The toolkit uses icons in the page margins to help you find and
follow important information in each chapter.
Key Point
Key Term
Key Point Identifies an important to remember
Key Term Defines an or concept
New Tool Presents a technique or resource that helps
capture, communicate, or apply new knowledge
How-to Steps Describes to
implement a tool
Chapters also include one or more "To Consider" text boxes that
contain questions to help you explore how the information relates
to your organization.
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• Lean and Environment Toolkit
Preface.................. ....i
..iii
Chapter 1 Introduction: Getting Started with Lean & Environment 1
Chapter 2 Identifying Environmental Wastes 11
Chapters Value Stream Mapping.......... .21
Chapter 4 Kaizen Events 35
5 6S (5S+Safety) 49
6 Conclusion and Implementation Strategies 61
7
Appendix A Lean Methods 67
Appendix B Basic Environmental Measures for Lean Enterprises 74
Appendix C Lean Event EHS Checklist 77
Appendix D Pollution Prevention Resources 79
Appendix E 6S Safety Audit Checklist 81
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• Lean and Environment Toolkit •
This Lean and Environment Toolkit assembles practical experience collected by the U.S. Environ-
mental Protection Agency (EPA) from a group of partner companies and organizations that have
experience with coordinating Lean implementation and environmental management. The toolkit
builds on work conducted and research sponsored by EPAs Lean Manufacturing and Environment
Initiative (see http://www.epa.gov/lean).
The EPAs intent in developing this toolkit is to enable Lean practitioners to improve both their busi-
ness performance and their environmental performance by identifying and eliminating environ-
mental wastes at their organizations. The toolkit offers practical strategies and tools for integrating
environmental considerations into Lean initiatives in ways that support Lean's focus on the elimina-
tion of waste and non-value added activity
This is the second iteration of the Toolkit. EPA welcomes your comments and reflections on this
document, as well as other ideas you have for Lean and environment strategies, tools, and resources
which can be incorporated in future versions of the toolkit. Please contact EPA to share your experi-
ences with Lean and the environment and/or to discuss partnership opportunities by using the form
found at http://www.epa.gov/leaii/auxfiles/contact.htm.
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• Lean and Environment Toolkit •
The U.S. Environmental Protection Agency is very grateful for the invaluable assistance of its part-
ners in developing this toolkit. EPA's partners shared their experiences, tools, and techniques for
integrating Lean and environmental management, and worked collaboratively with EPA to develop,
test, and refine the content of this toolkit.
EPA's Lean and Environment partners include: Baxter International, Chicago Manufacturing Center,
CONNSTEP, HNI Corporation, Robins Air Force Base, Rockwell Collins, and the U.S. Army Materiel
Command. Participating Offices at EPA include: the National Center for Environmental Innovation;
the Office of Pollution Prevention and Toxics; and the Office of Solid Waste.
In addition to these organizational partners, this toolkit has benefited from the collective expertise
and ideas of many individuals. In particular, EPA would like to thank the following individuals for
their thoughtful contributions:
Pat Bartholomew of Baxter International
Kate V. Bates of Earth Tech, Inc., working with Robins Air Force Base
Dave Bury of Robins Air Force Base
Jenni Cawein of Baxter International
Angie Coyle of Delphi Corporation
Rob Currie of Baxter International
James Ellor of Elzly Technology Corporation, working with the U.S.
Army Materiel Command
Mike Fisher of Baxter International
Vicki Fisher of Rockwell Collins
Antonia Giardina of the U.S. Army Materiel Command
Scott Lesnet of HNI Corporation
Alistair Stewart of the Chicago Manufacturing Center
Karen Wan of the Chicago Manufacturing Center
Megan Wertz of The George Washington University
Judy Wlodarczyk of CONNSTEP, Inc.
This toolkit was prepared for the U.S. Environmental Protection Agency by Ross & Associates
Environmental Consulting, Ltd. in association with Industrial Economics, Inc.
(EPA Contract # EP-W-04-23).
HI
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Purpose of This Toolkit
Key Questions Addressed by the Toolkit
Why Use This Toolkit
1. Learn to See Hidden Environmental Waste
2. Enhance the Effectiveness of Lean Implementation
3. Deliver What Customers and Employees Want
How to Use This Toolkit
Toolkit Structure and Chapters Toolkit Format and Icons
Conclusion
Summary
Your Thoughts
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Chapter 1: Introduction—Getting Started With Lean & Environment-
\ The Environment Toolkit offers practical strategies and techniques to Lean imple-
menters about how to improve Lean results—waste elimination, quality enhancement, and
denvery of value to customers—while achieving environmental performance goals. The toolkit
also provides tools to help your organization get better environmental performance from Lean ef-
forts on the shop floor.
Of &
/
/ flow and
/ Lower regulatory non-compliance risk
/ customer
/ Improve environmental quality
/ Improve morale commitment
The "Lean" methods discussed in this Toolkit are organizational improvement methods pioneered in
the Toyota Production System. Lean production and Lean manufacturing refer to a customer-fo-
cused business model and collection of methods that focuses on the elimination of waste (non-value
added activity) while delivering quality products on time and at a low cost. The toolkit assumes that
you are familiar with Lean methods and their implementation. For those who want to learn more
about Lean methods discussed in the toolkit, see Appendix A.
Lean works well when it focuses on identifying and eliminating non-value added activity Environ-
mental improvement efforts that have potential to distract Lean efforts from this prime focus will
likely not get much traction. By contrast, this toolkit contains strategies and techniques that can
seamlessly enable Lean practitioners to easily identify environmental wastes and improvement op-
portunities alongside the myriad other wastes and improvement opportunities uncovered by Lean.
To accomplish this, the toolkit aims to answer the following questions:
What is environmental waste?
Environmental waste is an unnecessary or excess use of resources or a substance released to the
air, water, or land that could harm human health or the environment. Environmental wastes can
Key Term
occur when companies use resources to provide products or services to customers, and/or when
customers use and dispose of products. Chapter 2 defines and provides examples of environmen-
tal waste.
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Chapter 1: Introduction—Getting Started With Lean & Environment-
Why I in my
Environmental wastes do not add value to the customer. Environmental wastes can also directly af-
fect production flow, time, quality, and cost—making them ripe targets for Lean initiatives. In many
cases, the costs associated with pollution and wasted energy, water, and raw materials can be signifi-
cant. This chapter (Chapter 1) discusses the business case for eliminating environmental waste.
will I know I see
Some environmental wastes are easy to see. Containers of solid and hazardous waste are visual
indications of environmental waste. Health and environmental risks posed by certain chemicals or
materials can be more difficult to see, although they can represent costly non-value added aspects of
a process or product. Chapter 2 provides examples of environmental wastes and describes organi-
zational strategies that will make it easier to know when you see them.
Where I for
Environmental wastes can be found in almost any process. Processes requiring environmental per-
mits—such as painting, metal finishing, and hazardous waste management processes—are often
a good place to look for environmental improvement opportunities. If your organization has an
environmental management system (EMS), your Environmental, Health and Safety (EHS) personnel
may have already identified key environmental impacts associated with each of the organization's
processes. Chapter 3 discusses bow value stream mapping (VSM) tools and techniques can be
used to help Lean practitioners see environmental wastes in processes. Chapter 4 discusses how to
identify and address environmental wastes during kaizen rapid improvement events.
How do I the of a
Measurement of key environmental wastes associated with a process can pinpoint those wastes that
are most important to track over time. For example, chemical use and hazardous waste generation
may be important to measure for one process, while water use may be most important to measure
for another process. Chapter 3 discusses techniques for integrating environmental metrics into
value stream' maps. Appendix B includes information on environmental metrics that are often
used by companies and facilities.
Where I find environmentally to my current
EHS professionals in your organization may have ideas and information regarding environmentally
preferable processes, equipment and materials. In addition, numerous organizations, including EPA,
have developed technical assistance resources and programs to assist organizations in improving
the environmental and operational performance of processes. Chapter 4 discusses several useful
resources and technical assistance networks. There are also Pollution Prevention Resources in
Appendix D.
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Chapter 1: Introduction—Getting Started With Lean & Environment-
"^ Key Point
Explicit consideration of environmental goals and opportunities during Lean implementa-
tion can create significant value for an organization—helping to deliver quality products and
services that customers want, when they want them. Research sponsored by EPA and others shows
that environmental performance benefits typically ride the coattails of Lean efforts, yet these efforts
may overlook other opportunities to reduce wastes and non-value added activity. Adding environ-
mental considerations to Lean efforts can increase value, accelerate Lean implementation, decrease
material costs, and reduce liability and the risk of compliance violations.
for &
1. Learn to hidden environmental
2. the of implementation.
3, Deliver what want
Below are three key reasons why business leaders, Lean practitioners and EHS managers have pur-
sued efforts to coordinate Lean and environmental management activities.
JL to
Learning to see and eliminate waste is a cornerstone of Lean initiatives. There is one type of waste,
however, that often goes unaddressed (or under addressed) by Lean initiatives—environmental
waste. When grouped together, environmental wastes can result in huge costs to business. These
costs include raw material and disposal costs, as well as costs for compliance management activities
and pollution control equipment.
Lean's focus on eliminating non-value added activity is excellent at driving down the volume of ma-
terial, water, energy, chemical usage, and wastes, producing important competitiveness and environ-
mental benefits. The environmental risk and full lifecycle impacts that materials and chemicals pose
to human health and the environment, however, are rarely considered during Lean implementation.
Learning to see environmental wastes during Lean efforts can open significant business improve-
ment opportunities, further strengthen Lean results, and improve environmental performance.
Environmental wastes are often a sign of inefficient production, and they frequently indicate
opportunities for saving cost and time. The chemicals and hazardous materials used in a process
~ **"*"* often demand costly support activities, such as regulatory compliance management and reporting
activities, use of personal protective equipment, and the investment, operation, and maintenance of
pollution control equipment. These activities do not add value to the customer, and they can create
unnecessary risks to worker health and safety.
Chemical substitution, process changes, and other strategies can reduce the need for such non-value
added activities. For these reasons, learning to see and eliminate environmental wastes can greatly
improve the time, quality and cost results of Lean initiatives.
4
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Chapter 1: Introduction—Getting Started With Lean & Environment-
2. the of
Explicit coordination of Lean and environmental initiatives can lead to compelling organizational
and environmental improvement results. For example, Lean thinking can be applied to various
environmental management processes, such as chemical and waste management. Companies have
found that as much as 40 percent of their chemical supplies were going unused and directly be-
coming hazardous waste as they expired on the shelf or became obsolete. Using Lean principles to
improve chemical and waste management processes can have big pay-offs for environmental perfor-
mance and bottom-line results.
Martin Corporation, the world's contractor, has
implementing the late 1990s.
Lockheed Martin's plant conducted improvement to ap-
ply thinking to its chemical management
a significant amount of chemicals going directly to the
without used, on-shelf, or were
no longer for or production, Martin to move
a just-in-time chemical with
times a in "right-sized" containers to real-time demand.
The Lean chemical inventories, up in inven-
tory, inventory turns and chemical utilization and
eliminated the chemical chemicals expiring on the shelf.
N Proactive Lean and environment coordination can also anticipate and ease environmental
"-' constraints to leaning "monument" processes, thereby enabling large performance gains. Mon-
tslKM uments are production processes or process steps that have large equipment and/or other physical
or environmental regulatory constraints that make them very difficult or costly to move, which can
complicate Lean efforts. Typical monuments include painting and metal finishing processes.
Making changes to monument processes can require approval or permits from environmental regu-
latory agencies, as well as special work practices or control measures, all of which can be difficult to
accomplish within rapid timeframes. EHS personnel can help to identify environmentally friendly
process alternatives, and ensure that process changes can be made as quickly as possible.
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Chapter 1: Introduction—Getting Started With Lean & Environment-
Apollo Lean to manufacture custom "cut-to-size"
cherry for cabinetry. The company's founders and discov-
a "right-sized" would
equipment, use a wider of and with-
out compromising product quality. The company to find a
would quality, flow time, and cost. Since
a did not Apollo a to
a slicing and drying and equipment
the pre-production planning (3P) method. The veneer manufacturing
flow the piling of inven-
tory in The "right-sized" equipment
conventional machinery (or "monuments"), energy, fits into
production and Apollo to the amount
of finished product and scrap.
3, and
Most customers who purchase products do not want to buy environmental wastes, impacts, or risk.
Companies that can deliver products and services with fewer environmental impacts nave the
JT MT -J f
potential to capture significant competitive advantage, provided that there are not sacrifices in
time, quality, or cost. In many markets products with superior environmental performance can
attract new customers.
Explicit consideration of environmental waste in Lean initiatives can also improve the work envi-
ronment for employees. Similar to ergonomic concerns, eliminating environmental hazards can
reduce potential worker exposure to toxic substances and create a cleaner and safer workplace.
In addition, employees want to do the right thing. When employees take pride in their work because
they believe it has broader benefits to their community and the world, there can be a substantial posi-
tive effect on organizational morale. This can empower employees and further enhance productivity.
To
• How could your company from improved Lean environmental per-
formance? (Think and and liabilities,
to customers, etc.)
• How are environmental in
your
• Do EHS in and at your company?
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Chapter 1: Introduction—Getting Started With Lean & Environment-
This section describes the structure and organization of the Lean and Environment Toolkit (Ver-
sion 1.0), as well as icons that are used to help you navigate the information easily. The toolkit is
designed so that you can work through the full content in an ordered manner or skip to specific
methods that are of most interest.
The toolkit is structured in chapters, each focusing on strategies, tools, and techniques to enhance
the success of Lean initiatives while improving environmental performance. Chapters 2-5 focus on
core Lean methods and how-to strategies for leveraging environmental considerations to enhance
Lean results. The diagram below illustrates how these chapters focus on coordinating Lean and en-
vironmental activities on different organizational levels—the value stream level, the process level,
and the work area level. Chapter 6 provides summary points and guidance to assist you in putting
the strategies and techniques discussed in the toolkit to work in your organization.
Figure 1: Diagram of Toolkit Components
&
Performance
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Chapter 1: Introduction—Getting Started With Lean & Environment-
Summary
This toolkit tools, and for incorpo-
environmental into Lean in
an effort to improve value to your organization.
There are key why Lean practitioners,
EHS to and environmental man-
activities,
1, Learning to see eliminate environmental during
can to more production by improving the
time, quality, and of Lean initiatives. Chemical substitution,
and can the for non-value
activities—such as regulatory and invest-
ment in pollution control equipment—that might be
by alone,
2, Coordination of Lean environmental management can more
Improvement ft to apply to with
environmental EHS can
implementation by anticipating environmental constraints
such as the to permits, and by identifying environmentally
friendly
3. /I competitive can de by
with with environmental by improv-
ing the work environment for
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Chapter 1: Introduction—Getting Started With Lean & Environment-
Now you finished this on you by
What did you in this chapter that particularly useful?
* Do you any information to fully the
for identifying eliminating environmental How
is the for doing this in your organization?
* What do you for your to see
environmental
Notes:
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Introduction to Value Stream Mapping
Definition of Environmental Waste
The Link Between Environmental Waste and Lean's Seven Deadly
Wastes
How to "Learn to See" Environmental Waste in Your Organization
Overview of Organizational Strategies
1. Add Environmental Metrics to Lean Metrics
2. Show Management Commitment and Support
3. Include Environmental Waste in Lean Training Efforts
4. Make Environmental Wastes Visible and Simple to Eliminate
5. Recognize and Reward Success
Conclusion
Summary
Your Thoughts
11
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•Chapter 2: Identifying Environmental Wastes •
This chapter defines environmental waste and describes strategies to encourage employees to iden-
tify and eliminate environmental waste as part of Lean efforts.
Environmental waste is any unnecessary use of resources or a substance released into the air,
water, or land that could harm human health or the environment. Environmental wastes can occur
when companies use resources to provide products or services to customers, and/or when customers
use and dispose of products. Practically speaking, environmental wastes include:
• Energy, water, or raw materials consumed in excess of what is needed to meet customer
needs.
« Pollutants and material wastes released into the environment, such as air emissions,
wastewater discharges, hazardous wastes and solid wastes (trash or discarded scrap).
* Hazardous substances that adversely affect human health or the environment during their
use in production or their presence in products.
Like other Lean wastes, environmental wastes do not add customer value. They also represent costs
to the enterprise and society in general.
The focus of Lean is on eliminating any non-value added activity, or waste, from production. Lean
typically targets seven so-called deadly wastes:
1. Overproduction 5. Defects
2. Inventory 6. Over Processing
3. Transportation 7. Waiting
4. Motion
12
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•Chapter 2: Identifying Environmental Wastes •
Rejuvenation, a manufacturer of period-authentic reproduction lighting and
on the philosophy the and improvement of old
environmental Using an environmental management
on The and Lean manufacturing,
has its environmental and quality and profit. Prior
to implementation, finished not until the
of the line at a quality control if
found. Through the quality control center was eliminated,
quality control everyone's job, customization are now
moving on to the
implements such as 5S, and
mapping.
£js Environmental wastes, such as hazardous materials released to the environment, are not explic-
itly included in the seven deadly wastes of the Toyota Production System. However, this does not
&1">°*1t mean that the deadly wastes are unrelated to the environment. In fact, your company may have al-
ready seen large environmental gains from implementing Lean, because environmental wastes
are embedded in, or related to, the seven deadly wastes.
The table below lists environmental impacts that are associated with the deadly wastes targeted by
Lean methods. By reducing these production wastes through Lean efforts, you can improve your
organization's environmental performance.
Overproduction
More raw materials and energy consumed in
making the unnecessary products
Extra products may spoil or become obsolete
requiring disposal
Extra hazardous materials used result in extra
emissions, waste disposal, worker exposure, etc.
Inventory
More packaging to store work-in-process (W1P)
Waste from deterioration or damage to stored WIP
More materials needed to replace damaged WIP
More energy used to heat, cool, and light inventory
space
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•Chapter 2: Identifying Environmental Wastes •
Transportation and
Motion
More energy use for transport
Emissions from transport
More space required for W1P movement, increasing
lighting, heating, and cooling demand and energy
consumption
More packaging required to protect components
during movement
Damage and spills during transport
Transportation of hazardous materials requires
special shipping and packaging to prevent risk
during accidents
Defects
Raw materials and energy consumed in making
defective products
Defective components require recycling or disposal
More space required for rework and repair, increas-
ing energy use for heating, cooling, and lighting
Over processing
More parts and raw materials consumed per unit
of production
Unnecessary processing increases wastes, energy
use, and emissions
Waiting
Potential material spoilage or component damage
causing waste
Wasted energy from heating, cooling, and lighting
during production downtime
™ KayRjint
14
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•Chapter 2: Identifying Environmental Wastes •
How-to steps
15
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•Chapter 2: Identifying Environmental Wastes •
16
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•Chapter 2: Identifying Environmental Wastes •
'"^ Key Point
17
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•Chapter 2: Identifying Environmental Wastes •
To
What are you could do to explicitly include environmental
in your implementation efforts?
What do you for involving at all of your com-
in to identify and eliminate environmental
environmental and your
Summary
Environmental is any of or a
into the air, or could harm human or the
environment.
Environmental although not of Lean's
are in or to the by meth-
Like other environmental to your
company. Making them an explicit of can help your com-
to:
• Continually improve performance by on the reduction of produc-
tion through
• Identify of environmental that might
be by Lean alone;
• Identity eliminate hidden
Using environmental performance in
to understand key for improvement. Types of environmental metrics
include:
• Use of and
• Air emissions;
• pollution
• and non-hazardous
18
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•Chapter 2: Identifying Environmental Wastes •
There are five can to and
environmental reduction efforts:
1. Add environmental to the in to
understand the environmental performance of production
2. Show commitment and support for and en-
vironmental performance by holding collaborative providing
and recognition,
3, environmental into Lean training programs. This can be
as as a few to a or as ad-
as holding a training for EHS personnel,
4, environmental and simple to eliminate by signs
and other visual controls in the workplace.
5, and environmental accomplished through Lean,
Now that you finished this chapter, on what you by
ing
« did you in this chapter that particularly useful?
• Do you any information to fully
for eliminating any be helpful?
Notes:
19
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Introduction to Value Stream Mapping
Definition of Value Stream Mapping
What This Chapter Will Help You Do
How to Incorporate Environmental Considerations into Value
Stream Mapping
Overview of Value Stream Mapping Opportunities
1. Use Icons to Identify Processes with EHS Opportunities
2. Record Environmental Data for Processes in Value Stream Maps
3. Analyze Materials Use Versus Need in a "Materials Line" for
Value Stream Maps
4. Expand the Application of Value Stream Mapping to Natural
Resource Flows
5. Find Lean and Environment Opportunities in Future State Value
Stream Maps
Conclusion
Summary
Your Thoughts
21
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•Chapter 3: Value Stream Mapping-
While the last chapter discussed how to raise awareness about environmental wastes across your
organization, this chapter will show you how to target Lean improvement efforts within a product's
value stream. The chapter describes ways to enhance value stream mapping to uncover hidden
sources of material wastes, identify process improvement ideas, and anticipate regulatory compli-
ance needs.
Value stream mapping is a Lean process-mapping method for understanding the sequence of activi-
ties and information flows used to produce a product or deliver a service. Lean practitioners use
value stream mapping to:
« Identify major sources of non-value added time in a value stream;
« Envision a less wasteful future state; and
« Develop an implementation plan for future Lean activities.
The power of value stream mapping lies in walking the plant floor, talking to workers, and closely
observing how a product is actually made from start to finish. See Appendix A for more information
on vajue stream mapping.
has manufacturing and environmen-
tal initiatives the 1990s, including kanban, value
{VSM), In a more effort, the company
a with a key supplier to the
on-time delivery of column components. GM VSM
Toyota's "five whys" technique and col-
umn to an vendor for painting. the
only to by the die, GM
improving the quality of the die and molding the using a of the de-
color. The supplier a molding
the for the This the $700,000
times, and improved on-time delivery to GM,
22
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•Chapter 3: Value Stream Mapping-
This chapter will help you identify and address the following wastes that can be overlooked in value
stream mapping:
« Raw materials used by processes versus materials needed for the product;
• Pollution and other environmental wastes generated in the value stream; and
• Flows of information to regulatory agencies about environmental compliance management
activities.
Analyzing these flows in value streams at your company could reveal substantial opportunities to re-
duce costs, improve production flow, and save time, as well as improve environmental performance
and the health and safety of the workplace. Early attention to environmental considerations and
involvement of EHS staff when planning for future Lean improvement efforts in a value stream can
also help your company address potential regulatory compliance issues, minimize delays, and avoid
the need for costly rework.
There are at least five ways to explicitly address pollution and natural resource wastes using value
stream mapping.
« Use icons to identify processes with EHS opportunities.
« Record environmental data for processes in value stream maps.
« Analyze materials use versus need in a "materials line" for value stream maps.
« Expand the application of value stream mapping to natural resource flows.
« Find Lean and environment opportunities in future state value stream maps.
Some processes warrant a special focus on EHS issues because they can pose hazards to workers,
have permits and other regulatory requirements, and/or represent good opportunities to reduce pol-
lution and material costs. To raise awareness about these risks and opportunities, use a red dot or
an EHS icon to identify these processes on value stream maps.
Staff with EHS expertise can help your value stream mapping team determine where to place EHS
icons on value stream maps. The following textbox lists some common manufacturing processes
environmental opportunities.
23
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•Chapter 3: Value Stream Mapping-
10
1,
2,
3, fabrication machining
4, and
5. Bonding and
6,
7, finishing and
8. Painting and
9, Chemical
10.
jC\ It is essential for El IS staff to participate in planning for and conducting Lean events on these pro-
pT cesses because of the potential risks of non-compliance and the potential hazards to workers. EHS
Ke!'n*"1 staff can also bring fresh ideas and new tools to add to the solution set. Chapter 4 provides more
information about how to identify and address EHS issues during kaizen events, which are rapid
process improvement events.
A second way to uncover environmental wastes in value stream mapping is to select one or two envi-
ronmental performance metrics to measure for each process in the value stream. A list of types of
environmental metrics you could use can be found on page 16; Appendix B provides more detailed
information about metrics.
If your company does not already have these data available at the process level, you may need to
invest additional time and/or resources to collect environmental data about the current state. For
example, you could weigh the amounts of scrap and solid wastes generated by each process during a
shift, or use energy meters to estimate typical energy use. This extra investment in data collection
will aiiow you to appropriately target Lean improvement efforts on the highest priority problems,
and thereby achieve the greatest benefits.
Figure 3 shows a current state value stream map that includes both El IS icons and environmental
data for each process. In this case, each process box lists the amount of hazardous waste generated
by that process per shift in addition to commonly collected data on cycle time (C/T), changeover
time (C/0), and machine uptime.
24
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•Chapter 3: Value Stream Mapping-
Figure 3: Current Value with
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25
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•Chapter 3: Value Stream Mapping-
To
Which environmental metric(s) would you to include in
at your company?
your company or facility environmental that
could be on maps?
What at your company do you think might the op-
portunities for environmental improvement?
'•\ Value stream maps typically examine the time it takes to produce a product and the proportion
PT of that time that is value added, but they do not focus on the resources consumed and wasted
KBsP°'nt in the development of that product. Raw materials are often a large source of a product's costs, so
looking explicitly at the material flows in a value stream is another way to leverage greater gains.
One way to do this is to draw a "materials line" on the bottom of a value stream map that shows
two types of data:
« Amount of raw materials used by each process in the value stream; and
« Amount of materials that end up in the product and add value from a customer's perspective.
The materials line is analogous to the "timeline" on value stream maps, and can be developed for
any type of resource (e.g., water, energy, total materials, and/or a critical substance used in the
product). Figure 4 shows an example of a materials line. In this example, the milling and welding
processes consumed 135 pounds of materials, but only 85 pounds were actually needed and added
to the product. Fifty pounds of materials were wasted.
Figure 4: "Materials Line" Showing Materials
NX
A
2
Top l
by
2
to
the
26
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•Chapter 3: Value Stream Mapping-
Once you collect data for the materials line, you may notice large differences between the amount of
material used and the amount needed for the product. This can help you target Lean improvement
efforts on the largest sources of waste. Figure 5 shows a complete example of a value stream map
with a materials line.
In contrast to adding a materials line to a conventional value stream map (as discussed above),
you can also use value stream maps to look in more detail at the inputs, outputs, and information
flows associated with the use of energy, water, and/or materials. Along with comparing materials use
versus the need for each process in the value stream, you can examine environmental waste streams
(i.e., non-product outputs such as air emissions, wastewater, hazardous wastes, and trash) and the
flows of information to environmental regulatory agencies.
Figure 6 displays a water-use value stream map for a product that contains water (e.g., a medical
IV bag). This value stream map includes a materials line summarizing the amount of water that is
used and needed by each process in the value stream. There are arrows showing the flow of waste-
water from each process to the sewer and another arrow depicting the flow of information about
wastewater discharges to regulatory agencies.
This type of detailed examination of material flows can help you find hidden sources of waste in the
value stream. All three elements of a materials-flow value stream map—the materials line, environ-
mental waste flows, and regulatory information flows—can also be targets for future Lean efforts.
27
-------
•Chapter 3: Value Stream Mapping-
Figure 5: Current Value with Line
28
-------
•Chapter 3: Value Stream Mapping-
6: (Current
O
II)
O
II)
H
HI
a
u>
o
(D
no
I
« i»
O B
« 11
3 T3
O »
« 9
m m
CO
o
m
O
II)
29
-------
•Chapter 3: Value Stream Mapping-
All the tools and techniques described thus far in this chapter—EHS icons, environmental metrics,
addition of a materials line, and materials-flow tracking— can help you identify environmental
wastes in the current state of the value stream as well as identify targets for future Lean implemen-
tation activities.
Consider the following Questions about the Future State of a Value Stream when developing the
future state value stream map. These questions, along with input from any EHS staff participating in
NEW Too!
your team, can help to:
« Envision ways to eliminate environmental wastes in the value stream; and
« Recognize when Lean improvement events could raise EHS compliance issues and, there-
fore, require involvement of staff with EHS expertise.
the of a
/ are in Chapter 4) to the
of environmental These might include:
• with energy, and/or and
* amounts of
and/or pollution
/Will any be to the layout of with an EHS
icon or to the by (These
implications for compliance
/ Can one use the "waste" from of
using virgin materials?
/ would an for the look like with
and no to or the environment,
where no for permits?
/ can be now to get to
Figure 7 depicts a future state value stream map that includes kaizen starbursts for environmental
improvement opportunities as well as changes to establish a "pull" system to control inventory
levels and improve production flow.
30
-------
•Chapter 3: Value Stream Mapping-
Figure 7: Future Value with a Line
31
-------
"^ to j Paint
•Chapter 3: Value Stream Mapping-
When developing the kaizen implementation plan associated with the future state value stream
map, remember that Lean events on certain processes (including processes with environmental
regulatory requirements and others labeled with EHS icons) may require special attention to EHS
issues.
Corp., a worldwide in manufacturing global medi-
cal products, a number of to its environ-
footprint. environmental with
manufacturing tools, helping the company in
while to 1998 company
a (VSM) to find to
consumption. One plant a VSM implementation
by through the production and highlighting us-
age and major In the VSM, 96 opportunities priori-
with by
included in future VSMs. Through the VSM
ter an should $17,000 months
and 170,000 of per day.
# is critical to involve staff with EHS expertise early in planning for Lean events on processes
with EHS opportunities. EHS staff can:
• Anticipate changes needed to environmental compliance practices from Lean activities and
help implement those changes as quickly as possible;
« Bring a different perspective to Lean activities and additional ideas for waste-reduction op-
portunities; and
* Ensure that Lean activities improve or cause no harm to worker health, safety or the envi-
ronment.
In the next chapter you will learn more about how to integrate environmental considerations into
the implementation of kaizen events at your company.
32
-------
•Chapter 3: Value Stream Mapping-
Summary
is a for
the of and information to a product
or deliver a service. Conventional value mapping can overlook
of environmental
• in and
• Pollution and environmental in the and
• Flows of information to environmental regulatory
There are at five to explicitly pollution and re-
1. Use icons to identify with EHS opportunities in
maps, involve EHS in planning on
2. environmental for in
and in a vision for the future
3. by
for the product, summarize this information in a "materials line" be-
low the timeline on maps,
4, the of value to
such as use, by including additional information on ma-
and information in the
5. Consider and environment questions, as well as environmental
included in the current map, when the future map.
EHS can to:
* Collect environmental for in the
• Identify with environmental opportunities in
and
• to are and
through Lean implementation.
33
-------
•Chapter 3: Value Stream Mapping-
Now you've finished this on you by
questions:
• Do you any more information to fully understand how to en-
vironmental, and into mapping?
Would any be helpful?
* other do you to improve the environmental performance
of your with mapping?
Notes:
34
-------
Introduction to Kaizen Events
Definition of Kaizen
What This Chapter Will Help You Do
How to Establish a Lean and Environment Change Management System
Overview of Process Steps
Step 1: Train Lean Team Leaders to Recognize EHS Impacts
Step 2: Identify an EHS Contact for Kaizen Event Teams
Step 3: Use an EHS Checklist for Lean Events to Identify EHS Needs
Step 4: Proactively Involve EHS Staff in Kaizen Events
How to Identify and Find Solutions for Lean and Environment Opportunities
in Kaizen Events
1. Questions to Identify Lean-Environment Opportunities
2. Hierarchical Process Mapping to Drill Down from Value Stream Maps
3. Process-Specific Resources for Kaizen Implementation
Conclusion
Summary
Your Thoughts
35
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• Chapter 4: Kaizen Events -
This chapter looks at one of the main vehicles for change in Lean—kaizen or rapid process im-
provement events—and discusses how to find environmental improvement opportunities, mitigate
regulatory constraints, and implement new waste-reduction tools through kaizen events on pro-
cesses in the value stream.
Kaizen means continual improvement in Japanese. Kaizen events—also known as rapid process
improvement events—are a team activity designed to eliminate waste and make rapid changes in
the workplace. They are a primary means of implementing other Lean methods, ranging from 6S
(5S+Safety) to cellular manufacturing. See Appendix A for more information about kaizen events.
The rapid and fundamental process changes that occur during kaizen events create powerful win-
dows of opportunity to reduce material wastes and pollution, but they also can result in regulatory
compliance violations and/or cause health and safety hazards for workers if they are not properly
managed. This is especially the case for the 10 Common Manufacturing Processes with Environ-
mental Opportunities listed on page 24.
This chapter presents strategies and tools to help accomplish two objectives:
1. Develop a change management system for kaizen events to prevent regulatory compliance
issues and maximize waste-reduction benefits; and
2. Find opportunities to enhance Lean results and environmental outcomes by asking key ques-
tions and deploying new process-improvement tools.
In addition to involving EIIS staff in value stream mapping teams (see Chapter 3), there are four
stePs y°ur C()mPany could, take to make sure that process changes from kaizen events do not cause
unwanted EHS impacts.
1. Train Lean team leaders to recognize EHS impacts.
2. Identify an EHS contact for kaizen event teams.
3. Use an EHS Checklist for Lean events to identify EHS needs.
4. Proactively involve EHS staff in Lean events.
36
-------
• Chapter 4: Kaizen Events -
1: to
While a key strategy for effective Lean and environment integration is to involve EHS staff in plan-
ning for and conducting Lean events on processes with environmental opportunities, it is useful
for all staff to recognize what process changes can trigger EHS impacts. Simple training can go a
long way to help kaizen event team leaders and team members identify issues and operational
changes that may require additional EHS expertise. As described in more detail in Chapter 2, con-
sider adding slides to Lean training presentations about how to identify environmental wastes and
issues during Lean activities.
Use the list of Common Operational Changes That Trigger EHS Involvement below as a guide for
when to seek additional EHS expertise for Lean events.
/ to the volume, or introduction/issuance procedure for chemi-
by
/ to the or volume of by a includ-
ing all such as air and liquid and
with regulatory permitted limits, as well as
pollution control
/ to the layout of the (e.g., moving work or stor-
age to and or to the facility (e.g.,
moving, or vent hoods, floor or
tanks), compliance w/tft permits, as well as work
If not properly conducted, these types of operational changes could harm the health and safety of
workers, or cause violations of EHS regulations. For example, moving hazardous waste collection ar-
eas from central locations to work cells could affect compliance with the Resource Conservation and
Recovery Act. Similarly, replacing existing, permitted air pollution control equipment with right-
sized equipment would require permit modifications under the Clean Air Act.
Lean managers and kaizen team leaders need to know who to contact with EHS questions and
P? needs. Since EHS specialists cannot participate in all Lean events, it can be helpful to assign a
general EHS contact to address unexpected issues and concerns that arise during kaizen events.
37
-------
• Chapter 4: Kaizen Events -
Your company may wish to have a single EHS contact for all events, or assign EHS staff to specific
production areas. Here are a few things to keep in mind when identifying an EHS contact.
« it Have a single point of contact for the event.
« Provide EHS contact information. Give kaizen event team leaders information on how to
reach the EHS contact.
• Assign EHS who can be highly responsive. Even a one-day delay in response
to a question or issue can disrupt progress in an event.
Ail EHS checklist for Lean events is a simple tool you can use to identify operational changes
planned during a kaizen event that may cause an EHS impact. Checklists are particularly useful
when there is no team member with EHS expertise involved in an event. They also reinforce training
information.
See Appendix C for a sample Lean Event EHS Checklist. If your company has other checklists or
forms used during Lean events, you could add EHS-related information to them. You may also want
to include questions that prompt team members to look specifically for environmental improvement
opportunities.
In Chapter 3, you learned how to identify processes with environmental opportunities on value
stream maps and that you should involve EHS staff in Lean events on those processes. The Lean
Event EHS Checklist can also serve as a trigger for EHS involvement. Kaizen event teams should
consult the EHS contact immediately during an event if any EHS involvement flags are triggered
™ Key Point
when completing the checklist. Failure to involve EHS staff can result in risks due to unsafe work
conditions or non-compliance with regulations.
38
-------
• Chapter 4: Kaizen Events-
Goodrich, a supplier of and to the industry, be-
gan in 1995, from the
Production System. as the driving behind a
elimination-focused culture with the company conducting 350
Goodrich has to envi-
ronmental identify implement pollution prevention
improvement techniques, and to environmental, and
(EHS) EHS must be for all
must be to involve EHS if an is likely
to important environmental dimensions, or opportunities.
a! Goodrich to cellular manufacturing while
facilities to point of chemical
to eliminate movement, which
While involvement of EHS staff can sometimes result in the identification of constraints to making
certain operational changes, their participation can also expand the solution set. In some cases,
EHS staff may even be able to work with regulatory agencies to tailor permit requirements and
compliance strategies to accommodate your plant's Lean operating environment (see Air Permitting
Strategies textbox below).
Air to to
The U.S. Environmental Protection various pio-
innovative to air permitting that can a
ability to many of Many of
air permitting are by implementing
Lean. To more innovations in air permitting, use the form found
at http://www.epa.gov/lean/auxfiles/contact.htm to get in touch with an
EPA environment
To
• What EHS during in your
organization? Which recurred?
• Identify at to improve coordination Lean EHS
events.
39
-------
• Chapter 4: Kaizen Events-
While the previous chapter described how to identify processes with EHS opportunities in value
stream maps, this chapter presents several tools and resources for finding Lean and environment
opportunities within specific processes targeted for kaizen implementation. These resources include:
• Questions to Identify Lean-Environment Opportunities;
• Hierarchical Process Mapping to Drill Down from Value Stream Maps; and
• Process-Specific Pollution Prevention Resources.
These kaizen implementation resources can help Lean teams discover ways to improve environmen-
tal and operational performance. They are particularly useful when planning for kaizen events and
during initial brainstorming activities.
Asking the right questions when preparing for and conducting a kaizen event can uncover
hidden waste reduction opportunities, such as chemicals that could harm human health and the
environment, water and energy utilities, and compliance support infrastructure and costs that may
be buried in facility overhead.
The Key Questions for Identifying Lean-Environment Opportunities listed below can assist your
kaizen team to explicitly identify and consider opportunities to boost environmental performance
while also enhancing operational performance.
40
-------
• Chapter 4: Kaizen Events -
Key for
Use
/ How much is in the and how is it used?
/ How you and/or use?
/ Can you contaminants in
Use
/ How much is in the how is it used?
/ How can you
/ Is equipment running or are on not used?
/ Are you bulbs?
/ you by and/or
/ Can you shift to a of energy?
/ What and of are in the
/ How can you the amount of chemicals and used?
/ Can you switch to harmful chemicals?
/ Can you eliminate any non-value of chemicals or from
the product or painting, etc.)?
/ and of are by the
/ How can you the amount of
/ How can you or
/ Is a facility the can be to?
/ and of are by the
/ How can you the amount or toxicity of
/ Can you and from
Air
/ and amounts of air are by the
/ How can you the amount or toxicity of air emissions?
/ How far did to and
41
-------
• Chapter 4: Kaizen Events-
Key Term
The value stream mapping tools described In Chapter 3 can help identify which processes generate
large amounts of environmental wastes. Sometimes, however, it is useful to drill down further to
identify the specific sources of waste within a single process. This detailed information can be par-
ticularly useful when preparing for or conducting a kaizen improvement event. Hierarchical process
mapping is one tool to conduct this more detailed analysis and thereby uncover new waste-reduc-
tion opportunities.
Hierarchical process mapping is a tool that creates a workflow diagram to bring forth a clearer
understanding of steps within a specific process.1 For example, a plating process might involve
several individual operations. A hierarchical process map presents process steps in tiers—it pres-
ents a high-level map of up to six process steps, and then maps the specific steps that lie within each
high-level step, and so on with tiers of increasing detail. Figure 8 shows how hierarchical process
mapping can be used to drill down within a process in a value stream.
Figure 8: Drilling Down with
Painting
3
C/T = 7 min
C/O = 4 hr
= 48%
I
Process
Step 1
Process
Step 2
Process
Step 3
Process
Step 1.1
Process
Step 1 .2
Process
Step 1.3
This section draws on pioneering work on process mapping by Robert B. Pojasek (www. pojasek-associates.com). S ee Robert B.
Pojasek, "Mapping Information Flow Through the Production Process," Environmental Quality Management, 13 (3), 2004.
42
-------
^^^^^^^—^^^^^^^— Chapter 4: Kaizen Events—^^^^^^^-^^^^^^^
There are six main steps associated with process mapping.
1. Select the target process and determine map perspective and boundaries.
2. Collect information.
3. Draw the top-level map, and then draw more levels as needed.
4. Verify the map of process steps with employees and revise as needed.
5. Develop process step description and accounting sheets for process steps at the lowest level of
the map.
6. Feed hierarchical process mapping information into improvement events.
At the lowest level of the hierarchical process maps, it can be useful to collect information on:
« Resource inputs and non-product outputs such as pollution and scrap for each process step;
« Resource and cost accounting data; and
« Regulatory issues and requirements.
Process mapping captures this information in Process Step Description and Accounting Sheets, as
in the template and example below (see Figures 9 and 10).
9: and Accounting (Template)
12 and
ACCOUNTING SHEET
NON-PRODUCT INPUTS
I
PREVIOUS
STEP
(1-1)
1.2
NEXT
STEP
(1.3)
I
NON-PRODUCT LOSSES
Information on: RESOURCE ACCOUNTING
COST ACCOUNTING
Information on: SUPPORTING
EHS REGULATORY
EQUIPMENT
ENVIRONMENTAL ASPECTS
43
-------
• Chapter 4: Kaizen Events-
Your Lean implementation team can use process mapping sheets based on this template to collect
data about one or more processes in a value stream, find the root causes of environmental wastes,
and understand the full costs and requirements associated with these wastes. With that information,
you can target kaizen events on the specific process steps that are the largest sources of waste.
10: and
Description of Work Step:
The clamp is fed into the machine. The is fed into the machine and
through the clamp. The tubing is cut to The machine verifies the of
the tubing the of the clamps.
(Resources)
Plastic tubing (extruded)
Electricity for machine
(-.5 kW/hour)
1.1
Clamp
1.2 Assemble
Tubing
1.3 Attach tubing
to device interface
(Wasfesj
Plastic bags (tubing packaging)
Waste tubing/scraps
Lost or broken clamps
Supporting Processes:
- Recycling - plastic tubing scrap, plastic bags (-10 Ibs./shift)
- Storage handling of
- Maintenance and lubrication of assembly machine
- Cleaning of part feeding station
- Particulate matter (PM) sensors
- Compressed air
- Exhaust
No environmental regulatory requirements are with this
44
-------
• Chapter 4: Kaizen Events -
To
at your could from
mapping?
Who would you to talk to
on
for
jam, manufacturing assistance programs and environmental agencies have
assembled vast libraries of information on process-specific technologies, tools, techniques, and
pr* work practices that can improve your operational performance and cause less harm to worker
Ke*p°" health and the environment. These resources are particularly relevant to the 10 manufacturing
processes with environmental opportunities described in Chapter 3 (see page 24).
See the textbox below and Appendix D for more information about these pollution prevention re-
sources. Future versions of the Lean and Environment Toolkit may include information and tools
for increasing the Lean and environmental improvement results when applying Lean methods to
specific types of processes, such as chemical management, painting, and electroplating.
of on
and
There are numerous on improvement
pollution prevention techniques technologies. Two are
below. For a list of see Appendix D.
• Pollution Prevention (P2) from the U.S. Environmental Protection
http ://www,epa ,gov/ p2/
This site includes information for P2
audiences, concepts, and product It numerous
links to tools, publications, funding opportunities, and
programs.
• Pollution Prevention (P2Rx), http://www.p2rx.org
P2Rx is a national network of information
on pollution including and publications,
and and national networking opportunities.
45
-------
• Chapter 4: Kaizen Events-
Summary
are to eliminate and
in the through the use of
methods. If not properly the through
could harm the and of workers or in
violations of regulatory compliance requirements.
To problems, it is important to an EHS
for This can involve four
1. Train to identify operational that may
EHS involvement These include that
sure, compliance with and permits, pollution control
and work
2. Identify a EHS and
can with EHS and
3. Fill out a Event EHS Checklist for event This tool
during a event that may
the involvement of EHS
4. Involve EHS in early on to
EHS compliance and to workers.
Tools to support the planning implementation of include:
* Questions to identify Lean-environment opportunities in
• Hierarchical mapping, which can drill down from
to uncover of within a and
• pollution to
and harm to human and the environment.
46
-------
• Chapter 4: Kaizen Events-
Now that you've finished this on what you by
* What did you in this chapter that particularly useful?
• Do you any more information to fully how to
environmental, and into events? Would
any other tools be helpful?
* What other do you to improve the environmental
of your company with events?
Notes:
47
-------
-------
Introduction to 65
Definition of 6S
The Six Pillars of 6S
What this Chapter Will Help You Do
How to Identify EHS Issues during "Sort"
Overview of Yellow-Tagging
Step 1: Identify Yellow-Tag Targets and Criteria
Step 2: Make and Attach Yellow Tags
Step 3: Evaluate and Take Care of Yellow-Tagged Items
Step 4: Document Results
How to Incorporate EHS into 6S Inspections
Eliminating Environmental Waste and Risk through 6S Inspections
Plant-Wide 6S Inspection Checklists and Audit Questions
Shine Checklists for Specific Work Areas
Conclusion
Summary
Your Thoughts
49
-------
•Chapter 5:6S (5S+Safety)-
This chapter focuses on making improvements to work areas using 6S, a variation of the 5S method.
6S can be a powerful way to reduce risks, improve waste management, and ensure that your facility
is a safe and healthy place to work.
6S is a method used to create and maintain a clean, orderly, and safe work environment. 6S
is based upon the five pillars (5S) of the visual workplace in the Toyota Production System, plus a
separate pillar for safety 6S is often the first method companies implement in their Lean journey,
since it serves as the foundation of future continual improvement efforts. More detailed information
on 6S can be found in Appendix A.
6S consists of six pillars:
1. (Get rid of it): Separate what is needed in the work area from what is not;
eliminate the latter.
2. Set in order (Organize): Organize what remains in the work area.
3. Shine (Clean and solve): Clean and inspect the work area.
4. Safety (Respect workplace and employee): Create a safe place to work.
5. (Make consistent): Standardize cleaning, inspection, and safety practices.
6. Sustain (Keep it up): Make 6S a way of life.
1 The six pillars work together to support improvement efforts at your company. They help increase
productivity, reduce defects, make accidents less likely, and reduce costs. 65 also fosters a culture of
K*yP°'"t continual improvement and employee engagement that is essential for successful implementa-
tion of Lean. 6S often makes it easier to implement other Lean methods such as cellular manufac-
turing, one-piece flow, and just-in-time production.
50
-------
•Chapter 5:6S (5S+Safety)-
Air
Robins Air force the Warner Air Center, a
major for aircraft and producing for the U.S. Air
Force. The implemented point of through
6S» and controls to the time and
to and the amount of
Value and 8S to set up a for
and transporting which
time handling and how drums handled.
Robins AFB its facility using 6S
and controls to the monitoring of pro-
and the of and spills. The C-130 Aircraft
Paint 6S to improve its which productiv-
ity, improved worker and compound emis-
sions, chemical and
11: The Six of 6S
SOR¥
(Get rid of It)
SIT III
Separate what ••&
in the work
from what
is not. eliminate
in the
It yp)
iS a way
of life.
Standardize
deanino,
and
the
area.
SHINE
and
51
-------
•Chapter 5:6S (5S+Safety)-
Environmental wastes can be a symptom of a suboptimat system. 6S can help your company
reduce waste and improve environmental performance leading to increased system productivity. You
-is } can also me 65 to minimize risks to the health of workers and the environment. Full implemen-
tation of 6S requires looking not only at the quantity, usefulness, and frequency with which an item
is used in a work area, but also the risk or toxicity of the item. It also means paying close attention
to what ends up in waste streams and how to manage those wastes.
Expanding the scope of 6S to include El IS concerns can help your company to:
• Make defects less likely, so less energy and materials are wasted;
• Reduce the chance that paint, solvent, or other chemicals expire or become off-specification
before they can be used and then require disposal;
« Save floor space, which makes it possible to save energy costs by consolidating operations
and closing unneeded storage areas;
• Avoid productivity losses from injuries and occupational health hazards by providing clean
and accident-free work areas; and
* Prevent environmental and occupational health and safety compliance issues by preventing
or quickly correcting any spill or leaks.
To
* at your could use 6S to improve its environ-
and
* metrics could you us to environmental, health, and im-
from 6S activities?
* do you for improving your work
EHS issues are relevant to all six pillars of 6S. As a starting point, this toolkit describes how to:
« Distinguish and in your
Sort—an initial in 6S. Use yellow tags or other visual cues in red-tagging to identify
El IS issues, harmful materials, and environmental wastes.
* EHS the and
occur in the and pillars. Inspect work areas in plant-wide and area-
specific 6S inspections and audits to make sure that EHS concerns are managed properly.
52
-------
•Chapter 5:6S (5S+Safety)-
Some additional ideas on how to incorporate EHS concerns into the 6S process are given in the box
below.
GS
/ If you need to paint equipment, use low-toxic paint in white or a light color.
This can help lighting and energy costs.
/ Use different colored containers for hazardous wastes, recycling, and other
non-hazardous wastes.
/ Mark cans with colored to indicate where to dispose of them.
/ Try using environmentally friendly cleaning supplies.
/ Separate hazardous from non-hazardous materials and wastes in red-tag
holding areas.
The objective of Sort is to identity items that are not needed in a work area and to get rid of them.
This is done through a process called red-tagging. During a red-tagging project, you can examine
your work area to identify any environmental, health, and safety issues at the same time, using yel-
low tags or other visual cues.
A yellow-tag strategy is a simple method of identifying environmental wastes and items that
may be harmful to human health or the environment in the work area, evaluating the need for
New Tool
these items and potential alternatives, and addressing them appropriately. A yellow-tag strategy
is designed to supplement a red-tag strategy. Yellow tags highlight El IS hazards or improvement
opportunities.
The basic steps in yellow-tagging are the same as in red-tagging, so you can implement them to-
gether or separately. The process can be divided into four steps.
1. Identify yellow-tag targets and criteria.
'How-toSteps
2. Make and attach yellow tags.
3. Evaluate and take care of yellow-tagged items.
4. Document the results.
~\ At the start of a yellow-tagging project, your team should identify two types of targets: (a) the physi-
cal areas where tagging will take place; and (b) the specific types of items you will evaluate. Involve
Key Point
53
-------
•Chapter 5:6S (5S+Safety)-
EHSpersonnel in your yellow-tagging team to help you find additional wastes and opportunities
for improvement.
Potential items to consider in yellow-tagging include:
« EHS hazards in the workplace;
« Chemicals and other hazardous materials; and
« Environmental wastes.
After choosing targets, your team should agree on criteria for evaluating yellow-tagged items. You
can continue to use red-tagging and your company's red-tag criteria to determine whether an item
is needed in the work area based on its usefulness for the work at hand, the frequency with which
it is used, and the quantity that is needed. For yellow tags, you may want to use criteria related to
the risk of an item, the availability of alternative materials or equipment, or to an opportunity for
improved environmental performance.
Yellow tags can seme as warning tags that alert workers about existing or potential hazards
in the work area or that identify potential areas to target for improvement in the future. For
~ KeyPoint ' ""
example, a yellow tag on a chemical could cause you to ask whether a less toxic material could be
used for the same purpose. Similarly, a yellow tag on an item in a red-tag holding area could indi-
cate that the item needs to be treated differently for disposal or reuse because of its risk.
Yellow tags could be as simple as yellow sticky notes stating the reason for the yellow tag, or they
could also contain standard data that will allow your company to evaluate performance improve-
NBwTooI
ments from 6S and that will support your company's overall materials tracking system. An example
yellow tag is below.
J
54
-------
•Chapter 5:6S (5S+Safety)-
It is best to attach yellow tags to items during a short, focused event, to get a snapshot of the current
state of the work area. Unless there is an immediate danger to people's safety, do not spend time at
this stage correcting issues or evaluating what to do with items. Instead, use the yellow tags to high-
light potential EHS issues or opportunities in the target work area.
The next step involves applying the criteria from Step 1 to determine what to do with yellow-tagged
items.
« If you found a safety, health, or environmental issue while yellow-tagging, such as a com-
pliance violation or excess environmental waste, ask "why" five times to identity the root
cause of it (see example below) and then ask "how" to address it.
« If an item is both unnecessary (red-tagged) and hazardous (yellow-tagged), be sure to fol-
low appropriate procedures for disposal of hazardous wastes.
• If there are hazardous items remaining in a work area after doing Sort (items with a yellow
tag but not a red tag), find out whether you can avoid the need to use those materials, or
whether there is a less toxic alternative.
1. Why are we using so much
The to be painting.
2. Why do the to be cleaned?
The fail quality if aren't
3. Why do fail checks?
The when are not properly.
4. Why do the of the to be prepared?
The get with oils in the
5. Why are oils in the
The oils are to corrosion during
The final step in a yellow-tag strategy is to document necessary information from the yellow-tag-
ging process in a log book or other tracking system your company uses. This should be done at the
same time as you record data from red tags, ideally as part of the same system. This will allow you
to track the improvements and savings that have resulted from your yellow-tagging efforts.
Based on an example from Robert B. Pojasek, "Asking 'Why?' Five Times," Environmental Quality Management (Autumn 2006):
83.
55
-------
•Chapter 5:6S (5S+Safety)-
As with any Lean project, it is important to share your results with others, celebrate your success,
and identify any follow-up items. Posting the results of yellow-tagging projects on activity boards
can show others at your company what you have been able to achieve and can generate ideas for
further improvement.
To
• Name three types of items and three locations that you could target for yel-
low-tagging at your company,
• What criteria would you use for identifying issues?
• Name three improvements or that would result from a yellow-tagging
event at your company.
Most companies who implement 6S seek to sustain the improvements made during initial 6S events.
Shine activities often include daily cleaning and inspection by workers in their work area. Sustain
activities often include weekly or other periodic audits to assess progress with 6S implementation.
.JaTl Remember that what gets measured gets managed. By explicitly incorporating EHS items into 6S
inspections and audits, you can eliminate more waste and risk from each work area, 6S inspec-
tions and audits can also reinforce workers' awareness of important tasks and issues that affect
worker health and safety and environmental performance. For companies implementing an envi-
ronmental management system (such as an ISO 14001-type EMS), 6S inspections and audits create
valuable opportunities to regularly ensure that EHS procedures are followed on the shop floor.
Inspection checklists and audit questions are powerful tools to sustain 6S improvements and to
prompt the identification of new improvement opportunities.
The list of 65 Inspection and Audit Questions on page 58 contains questions used by some compa-
nies to ensure that environmental wastes and risk are routinely identified, properly managed, and
eliminated where possible.
These questions can be adapted to work in a variety of 6S implementation assessment tools, particu-
larly where a common system is used to assess 6S implementation across many work areas. Your
company may use a simplified rating system to assess 6S implementation progress, such as a 0-5
rating for each 6S pillar. In this case, these questions can be used to train 6S inspectors and audi-
56
-------
•Chapter 5:6S (5S+Safety)-
tors, or to provide background information for a broader rating category or question that focuses on
overall efforts to address EHS issues and opportunities in a work area.
Some organizations have developed detailed audit checklists that include, or focus exclusively on,
environmental and safety issues. Appendix E includes a sample 6S Audit Checklist that was devel-
oped by a company to focus on safety issues.
When developing Shine cleaning and inspection checklists for a work area, it will often be useful to
Spr develop additional questions that are tailored to address specific materials, equipment, and/or work
practices in that work area. EHS personnel can help to develop specific checklist items and questions
that can integrate EHS management procedures and waste identification opportunities into Shine
inspections for pollution control equipment, hazardous chemicals, and other aspects of a work area
that could pose health or safety hazards to workers.
To
How well do 6S and EHS and perfor-
in your company?
What might be for EHS consider-
into 6S in your company?
57
-------
•Chapter 5:6S (5S+Safety)-
6S for
Sort (Get rid of It)
/ Are potentially risky Items environmental yellow-tagged?
/ Are all and of properly,
including be as
Set in
/ Are containers off the floor, properly
and in the
/ Are all with chemicals or when not in
use?
/ Are all containers with materials, chemicals, and/or properly
labeled?
/ Are initial accumulation for and
and do they visual controls?
/ Are any from equipment, piping, tanks, lines, or
in the workplace?
/ Is air quality in the work and of dust, odors, and fumes? Is
air flow in the good? Are ventilation and unobstructed?
Are HEPA filters of debris, mold, dirt?
/ Are all drains in good condition, flowing, unobstructed? Are all
properly to only are
down them (e.g., from going down
storm drains?
/ Are storm and storm
from and can obstruction?
/ Are and and correctly? Are
and bins from
and
/ Are work documented for the
/ Are environment, health, and and
relevant to the work into work?
It up)
/ Are work followed?
/ Are workers in the of chemical with
work
58
-------
•Chapter 5:6S (5S+Safety)-
Summary
6S is after the 5S to and optimize
productivity through maintaining a clean, orderly and
to 6S the 5S
with an pillar for The six of 8S are:
« Sort (Get rid of it);
* Set in (Organize);
• Shine (Clean
• and
* consistent); and
• it up).
The work to productivity, ac-
likely, time, and When to include
EHS can and improve environmental
performance.
The following four an of how EHS can be
and through 6S using yellow with red in
the Sort The of this is to environmental
in the work with a yellow tag, their and
and them
1. Identify as EHS and
materials, and environmental Also, on for
items.
2. and yellow to and include to allow
for of improvements.
3. and items.
4. Document results.
By EHS into all six during 6S
tions, you can eliminate more risk. Inspection checklists au-
dit are powerful to 6S improvements and to prompt
identification of improvement opportunities.
59
-------
•Chapter 5:6S (5S+Safety)-
Now that you finished this chapter, on what you by answer-
ing
• did you in this chapter that particularly useful?
* Do you any information to fully how to
EHS into 8S? Would any other tools be helpful?
* What other do you to improve the environmental
of your company with SS?
Notes:
60
-------
Summary of Key Points in the Toolkit
Toolkit Implementation Strategies
1. Begin the Dialogue
2. Cross-Train Lean and EHS Leaders
3. Test and Pilot Lean and EHS Integration Techniques
4. Scale-Up Lean and Environment Integration
The Lean and Environment Journey
Your Thoughts on Version 1.0 of the Toolkit
61
-------
• Chapter 6: Conclusion and Implementation Strategies •
Lean practitioners have an opportunity to realize greater business value by learning to see and
eliminate environmental waste in Lean initiatives.
Environmental wastes, such as pollution and wasted raw materials, can carry large financial bur-
dens, create health and safety hazards, and require time-consuming support activities.
Effective integration of Lean and environmental management efforts can allow organizations to
avoid risks from non-compliance with regulatory requirements, as well as to discover new ways to
improve operational and environmental performance.
The Lean and environment strategy outlined in this toolkit includes live main components:
1. Commit to eliminate environmental waste through Lean implementation.
2. Recognize new improvement opportunities by incorporating EHS icons and data into value
stream maps.
3. Involve staff with EHS expertise in planning for and implementing Lean events on processes
with environmental opportunities.
4. Find and drive out environmental wastes in specific processes by asking key questions and
using new process-improvement tools.
5. Empower and enable workers to eliminate environmental wastes in their work areas through
training, 6S (5S+Safety) workplace evaluation checklists, and colored tags to identify EHS
hazards and issues.
So how can you put the ideas in this toolkit to use? While there is no single right way to proceed,
lessons from organizations that have successfully bridged their Lean and environmental initiatives
provide some implementation strategies that can maximize opportunities for improved Lean and
environmental performance. Consider the ideas below and think about how they could be adapted
to meet the needs and context of your organization.
If your organization has dedicated personnel who are responsible for Lean implementation and for
environmental, health, and safety management, organize a meeting. Even a brief discussion can
open the door to identifying shared interests and opportunities for collaboration. Discuss a plan for
building a relationship between Lean and environmental improvement efforts over time. Set a tone
for collaboration—having Lean and EHS managers working together typically enhances the results
of both Lean and environmental initiatives.
62
-------
• Chapter 6: Conclusion and Implementation Strategies •
&
Performance
Level
Level
Level
Taking a few steps to understand each others' language can go a long way. Invite EHS personnel
to participate in Lean trainings and events to introduce them to Lean principles and techniques.
Periodic meetings between EHS managers and Lean champions or value stream managers can help
those involved in Lean efforts better understand when and where to seek EHS technical assistance
and how to identity environmental wastes. Mentioning environmental wastes in Lean training pre-
sentations is another good initial step (see Chapter 2).
Experiment with one or more of the Lean and EHS integration strategies and tools presented in this
toolkit. While it may make sense to start testing techniques at the organizational and value stream
levels (see Chapters 2 and 3) to help identify synergies and opportunities, it is possible to experi-
ment with the techniques in this toolkit in almost any order. Start by testing one or two tools in a
single event or area of the plant. Evaluate how well they worked. Adapt them to lit into your organi-
zational systems and culture. Move on to experiment with other tools.
63
-------
• Chapter 6: Conclusion and Implementation Strategies •
Once you have tested and piloted various techniques for improving Lean and environmental results,
adapt and use the techniques throughout your organization. Consider applying Lean methods to
improve the performance of EHS functions, ranging from regulatory compliance management and
reporting systems to chemical and waste management processes. Explore opportunities to incorpo-
rate environmental considerations into Lean process and product design activities. Convene Lean
and EHS leaders to discuss other potential areas of collaboration for improving organization results
and competitive advantage.
3M
3M is a in the of Six methods tools to improve
and quality. Lean Six has in use at 3M for
and in 2001 the a initiative.
As of 2006, 55,000 had on Six
3M EHS Six as a tool for
EHS and improved
and yield, and air
sions, and gas emissions. Six is
to help 3M its 2010 Environmental Goals, which include reducing
volatile air emissions by 25 by 20 percent, improving
efficiency by 20 percent, and implementing 800 Pollution Prevention
This toolkit represents the beginning of an exciting journey. As customer and societal expectations
around environmental performance and sustainability continue to increase, Lean initiatives offer
compelling opportunities to improve both economic and environmental performance. We hope that
this toolkit spurs creative thinking and energy within your organization and encourages you to
explore these opportunities.
We also hope to learn from your experiences using this toolkit. Working with partner companies
and organizations, we aim to periodically release new versions of the Lean and Environment Tool-
kit. Our hope is to refine the techniques presented, to provide examples and case studies of their
application, and to address new techniques not covered.
We wish you success on your Lean and environmental improvement journey.
64
-------
• Chapter 6: Conclusion and Implementation Strategies •
on the
Now you finished this toolkit, on you by
• and in the toolkit particularly and
useful?
• What will you to improve EHS at your
organization?
• What Lean or other improvement (e.g., TPM, 3f? Six
Sigma, policy deployment, etc.) do you think might opportunities
for improved environment performance?
* What other information and would your to improve
its Lean environment performance?
Notes:
65
-------
-------
This appendix provides information on three methods used in Lean production:
• Value stream mapping;
• Kaizen events; and
« 6S (5S+Safety).
Value stream mapping (VSM) is a process mapping method used to document the current and
future states of the information and. material flows in a value stream from customer to supplier. A
value stream is the set of specific actions (value-added and non-value added) required to bring a
specific product through three critical management tasks of any business: problem solving, infor-
mation management, and physical transformation. VSM is used as a communication tool, a busi-
ness planning tool, and a management tool.
Through VSM, a business process is examined from beginning to end. Each step in the process is
included in a drawing that acts as a visual representation of the material and information flows. In
other words, an end-to-end system map is created; this is called the current state map. A future state
map shows how things should work in order to gain the best competitive advantage. The opportuni-
ties for improvement at each step that would have a significant impact on the overall production
system are highlighted on the future state map and then implemented, creating a leaner production
process.
The key to VSM is to see the big picture as a sum of the parts. Rather than optimizing one part of
one step or "fixing something broken," you see how that step fits into the overall production process
and how changing it will affect the overall process. This provides the opportunity to visualize how
different types of changes, or a combination of changes at multiple places in the process, will affect
the entire system. The change, or set of changes, that will result in the most efficient production
overall can then be chosen.
67
-------
•Appendix A: Lean Methods •
1. Current
The current production system is drawn by first conducting a walkthrough of the entire system from
beginning to end. During the walkthrough gather information on the shop floor and analyze the
current production system. Then draw a basic overview map with process and material flows repre-
sented by different symbols on the map. A set of existing symbols can be used or a new set created,
but the method of mapping should always be kept consistent within the company to gain better staff
understanding and awareness. After the basic production process is understood, more detail is added
to the map at each process step creating a comprehensive picture of the current system.
2. Future
Future state ideas will likely arise while gathering information in the first step. You can either keep
a running list of these ideas and turn them into a future state map after you have completed the
current state map, or draw the future state map alongside the current state map. A key to creating a
more Lean future state is identifying areas of overproduction and root causes of waste in the current
production system, and finding ways to reduce or eliminate them in the future system. The idea
behind creating a Lean value stream is to create only what is needed when it is needed. A few ways
to help accomplish this are to use takt time (the rate of customer demand) to synchronize the pace
of production with the pace of sales, develop a continuous flow, and level the production mix. More
details on how to Lean the value stream can be found in the resources below.
3. Work Plan and Implementation
In this step, a work plan is prepared based on the future state value stream map that describes
specific ways in which the future state map will be achieved. VSM is a tool to identify7 areas that
need improvement in the value stream. By itself, VSM will not produce the desired change; imple-
mentation is key to achieving results. Implementation is usually best done in stages since the entire
system is affected. One way of doing this is to break the future state map into segments or loops, and
implement changes within one loop at a time. The work plan should also include measurable goals
and checkpoints. Once the work plan is implemented a new, more efficient current state is formed.
To keep continuous improvement happening in your business, once a future state becomes a new
current state, a new future state map should be drawn, and the cycle continued. An annual value
stream review is a good way to keep things moving.
68
-------
•Appendix A: Lean Methods •
The Department of Ecology and Manufactur-
ing in a and environment pilot to
technical to Canyon Company, Project
two to Canyon Millennia line,
with milling and operations, and its finishing
The value mapping to identify improvement
and to implement the
These improvements times, work-in-process, de-
overproduction, time, and and
The company's and
consumption, and compound reduced.
Canyon Creek to $1.58 million to the environ-
ment that implemented during the
Rother, Mike and John Shook. Learning to See: Value-Stream Mapping to Create Value and Eliminate
Muda. Brookline, MA: Lean Enterprise Institute, Inc., 2003.
Tapping, Don, Tom Luystcr, and. Tom Slmker. Value Stream Management: Eight Steps to Planning,
Mapping, and Sustaining Lean Improvements. New York, NY: Productivity Press, 2002.
Here is a key to Lean symbols used in the value stream maps In this toolkit.
WK
C/T Cycle time
CIO Changeover time
Inventory
Truck shipment
External sources
(suppliers, customers, etc.;
Electronic information flow
Movement of
production material
\N
Supermarket (a controlled
inventory of parts)
Withdrawal (pull of materials,
usually from a supermarket)
Production kanban (card or
device that signals to a process
how many of what to produce)
Signal kanban (shows when
a batch of parts is needed)
Kaizen starburst (identifies
^> ^-J"^ improvement needs)
69
-------
•Appendix A: Lean Methods •
Kaizen means continual improvement and is taken from the Japanese words kai, meaning "to take
apart" and zen, meaning "to make good." Kaizen is based on the fundamentals of taking something
apart and understanding how it works so that it can be made better. There is a focus on eliminating
waste, improving productivity, and achieving sustained continual improvement in targeted activities
and processes of an organization. Kaizen is built on the philosophy that small, incremental changes
routinely applied and sustained over a long period result in significant improvements overall.
Kaizen events, also known as rapid process improvement events, are a team activity designed to
eliminate waste and make rapid changes in the workplace through the targeted use of Lean meth-
ods. The strategy aims to involve workers from multiple functions and levels in the organization in
working together to address a problem or improve a process. The team uses process improvement
methods, such as cellular manufacturing and Total Productive Maintenance, to identify opportuni-
ties quickly to eliminate waste in a targeted process or production area. The team also works to
implement chosen improvements rapidly (often within 72 hours of initiating the kaizen event),
typically focusing on solutions that do not involve large capital outlays.
The philosophy of kaizen is often considered to be the "building block" of all Lean production
methods. Kaizen's impressive results often stem from:
• Kaizen's focus on moving rapidly from planning to implementation;
• Kaizen's focus on making continued progress rather than waiting to find the perfect solution;
• Kaizen's focus on worker involvement and team work;
• Kaizen's focus on addressing the root causes of problems; and
« Kaizen's focus on process improvement from a systems perspective.
Kaizen events typically require an organization to foster a culture where employees are empowered
to identify and solve problems. Most organizations implementing kaizen--itype improvement pro-
cesses have established methods and ground rules that are well communicated in the organization
and reinforced through training. Kaizen events generally have three main phases, although organi-
zations can adapt and sequence these activities to work effectively in their unique circumstances.
1: Planning and
To prepare for a kaizen event, a target area and problem are selected. Such areas might include:
areas with substantial work-in-progress (WIP); an administrative process or production area where
significant bottlenecks or delays occur; and/or areas that have significant market or financial
70
-------
•Appendix A: Lean Methods •
impact (i.e., the most "value added" activities). A more specific "waste elimination" problem within
that area is then chosen for the focus of the kaizen event. Baseline information is collected for the
process area and improvement targets and measures are established. An event leader and a team are
carefully selected and trained, making sure to tap a range of expertise, including shop floor workers
who are intimately familiar with the targeted process.
Phase 2: Implementation—The Event
Implementation focuses on the actual kaizen event, lasting from two to five days, depending on
their scope. The facilitated events emphasize worker participation. The first part of an event in-
cludes a kick-off and an assessment of the current state of the targeted process and problem so that
all team members have a similar understanding of the problem they are working to solve. This part
frequently involves process observation, data collection, and process mapping. Team members are
assigned specific roles for research and analysis. As more information is gathered, team members
add detail to value stream maps of the process and conduct time studies of relevant operations (e.g.,
cycle time, lead time). The next part focuses on developing, selecting, implementing, and testing
improvement ideas. Team members identify and record all observed waste, by asking what the goal
of the process is and whether each step or element adds value towards meeting this goal. Once
non-value added activity is identified and measured, team members then brainstorm improvement
options. Ideas are often tested on the shop floor or in process mock-ups. The most promising ideas
are selected and implemented.
3: and Follow-up
Wrap-up and follow-up activities ensure that the results of a kaizen event are communicated and
sustained in the organization. Improvements made during an event must be shared with others in
the organization, particularly with those affected by changes to standard work. Celebration is also
important to recognize team member contributions and to cultivate a culture of worker involve-
ment. Follow-up activities to measure process performance, make adjustments, and ensure that
unresolved actions are completed are critical to prevent backsliding.
Productivity Press Development Team. Kaizen for the Shopfloor. Portland, OR: Productivity Press,
2002.
6S is modeled after the 5S process improvement system designed to reduce waste and optimize
productivity through maintaining an orderly workplace and using visual cues to achieve more con-
sistent operational results. It derives from the belief that, in the daily work of a company routines
that maintain organization and orderliness are essential to a smooth and efficient flow of activities.
Implementation of this method "cleans up" and organizes the workplace basically in its existing
71
-------
•Appendix A: Lean Methods •
configuration. It is typically the starting point for shop-floor transformation. The 5S pillars, Sort, Set
In Order, Shine, Standardize, and Sustain, provide a methodology for organizing, cleaning, devel-
oping, and sustaining a productive work environment. 6S uses these five pillars plus an added pillar
for Safety. 6S encourages workers to improve the physical setting of their work and teaches them to
reduce waste, unplanned downtime, and in-process inventor}?.
Sort. The first pillar focuses on eliminating unnecessary items from the workplace that are not
needed for current production operations. An effective visual method to identify these unneeded
items is called "red tagging," which involves evaluating the necessity of each item in a work area
and dealing with it appropriately. Organizations often find that sorting enables them to reclaim
valuable floor space and eliminate such things as broken tools, scrap, and excess raw material.
in Order. This pillar focuses on creating efficient and effective storage methods to arrange
items so that they are easy to use and to label them so that they are easy to find and put away. Set
In Order can only be implemented once the first pillar, Sort, has cleared the work area of unneeded
items. Strategies for effective Set in Order include affixing labels and placards to designate proper
storage locations and methods, outlining work areas and locations, and installing modular shelving
and cabinets.
Shine. Once the clutter that has been clogging the work areas is eliminated and remaining items
are organized, the next step is to thoroughly clean the work area. Daily follow-up cleaning is
necessary to sustain this improvement. Working in a clean environment enables workers to notice
malfunctions in equipment such as leaks, vibrations, breakages, and misalignments that could lead
to loss of production. Organizations often establish Shine targets, assignments, methods, and tools
before beginning the Shine pillar.
This pillar focuses on eliminating hazards and creating a safe environment to work in.
Once the workplace has been organized and cleaned, potential dangers become easier to recognize.
A separate "safety sweep" should be performed to identify, label, and deal with hazards; however,
safety measures can also be implemented in conjunction with strategies in the other five pillars (for
example, yellow (safety) tagging can be done at the same time red tagging takes place).
This pillar is used to maintain the first three pillars, creating a consistent approach
with which tasks and procedures are performed. The first steps are to assign 6S (Sort, Set in Order,
Shine) job responsibilities and integrate 6S duties into regular work duties. Some of the tools used
to accomplish this are: job cycle charts, visual cues (e.g., signs, placards, display scoreboards), and
check lists. The second part of Standardize is prevention—preventing accumulation of unneeded
items, preventing procedures from breaking down, and preventing equipment and materials from
getting dirty.
72
-------
•Appendix A: Lean Methods •
This pillar makes a habit of properly maintaining correct procedures and is often the
most difficult pillar to implement and achieve because changing entrenched behaviors can be diffi-
cult. Sustain focuses on defining a new status quo and standard of work place organization. Without
the Sustain pillar the achievements of the other pillars will not last long. Tools for sustaining 6S
include signs and posters, newsletters, pocket manuals, team and management check-ins, perfor-
mance reviews, and department tours.
When the six pillars have been implemented and organizational and safety procedures are main-
tained, the workplace becomes a safer and more efficient place to work leading to increased produc-
tivity and worker confidence. Although other Lean methods can be used without using 6S, the 6S
method creates a streamlined workplace and a good base which can often times enhance the results
from other Lean processes.
Hirano, Hiroyuki. .5 Pillars of the Visual Workplace. Portland, OR: Productivity Press, 1995.
Peterson, Jim, Roland Smith, Ph.D. The 5S Pocket Guide. Portland, OR: Productivity Press, 1998.
Productivity Press Development Team. 5Sfor Operators: 5 Pillars of the Visual Workplace. Port-
land, OR: Productivity Press, 1996.
Productivity Press Development Team. 5Sfor Safety Implementation Toolkit: Creating Safe Condi-
tions Using the 5S System. Portland, OR: Productivity Press, 2000.
Productivity Press Development Team. 5Sfor Safety: New Eyes for the Shop Floor. Portland, OR:
Productivity Press, 1999.
73
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-Appendix B: Basic Environmental Measures for Lean Enterprises •
The following facility-level draft of basic environmental measures could help world-class Lean prac-
titioners document:
« The cost benefits from integrated approaches to managing/preempting environmental risks
and liabilities;
• The environmental benefits of life cycle approaches that seek synergies from investments
into cleaner technologies and the production of green products/services;
« The use of pollution prevention as a tool to a sustainable future by augmenting the Lean
system's capacity through the systematic elimination of environmental hazards and pollu-
tion sources; and
• The quantities of chemicals, water and energy impacts, and environmental discharges being
reduced or eliminated.
These metrics can be incorporated into current manufacturing processes seamlessly as they are
directed at the same goals as the business part: waste reduction.
The draft basic environmental measures below should not be construed as an exhaustive list of
environmental performance measures since other investment, efficiency, effectiveness, cost/benefit
activities, and behavioral level measures may not be currently measured by this tool. These other
facility-level environmental outcome measures may be compelled, however, by environmental man-
agement systems that are ISO 14000 compliant. Likewise, other voluntary EPA or state environmen-
tal pollution prevention partnerships may compel a level of documentation beyond the one sought
by the enclosed performance measurement tool.
The basic environmental measures tool below is in part derived from two EPA national voluntary
partnership programs—the Green Supplier Network and the National Environmental Performance
Track. The measures include priority chemicals that are of particular concern because of their toxic-
it}7, persistence in the environment, and/or their potential to bioaccumulate in organisms at higher
levels in the food chain.
Many leading enterprises already report the environmental performance measures identified in this
table to national and state environmental reporting systems such as the Toxics Release Inventory
and voluntary environmental partnership programs.
74
-------
-Appendix B: Basic Environmental Measures for Lean Enterprises •
Category
Definition
Metric
Unit of
Measure
Input
Energy Use
Land Use
Materials
Use
Toxic/
Hazardous
Chemicals
Use
Water Use
Any source providing usable power
or consuming electricity Trans-
portation and non-transportation
sources
Land covered by buildings, parking
lots, and other impervious surfac-
es Land/habitat conservation
Materials used (total or specific),
ex. packaging materials Propor-
tion of input materials that were
recycled or recovered (vs. virgin
materials)
Use of hazardous and toxic chemi-
cals that are regulated or are
otherwise of concern http://www.
epa.gov/epaoswer/hazwaste/
minimize/chemlist.htm
Incoming raw water, from outside
sources, e.g., from municipal
water supply or wells, for opera-
tions, facility use, and grounds
maintenance.
Energy Used
Land Con-
verted, Land
Restored or
Protected, Area
of Impervious
Surfaces
Materials Used,
Percent Utiliza-
tion of Materi-
als, Post-Con-
sumer Recycled
Content
Toxic/ Hazard-
ous Chemicals
Used
Volume of
Water Used, P2
to reduce Prior-
ity Chemicals/
Quality Stan-
dards/Pretreat
Standards
Specific to energy
source such as
BTUs or kilowatt
hours, % reduc-
tion, energy use/
unit of product
Square feet,
acres
Tons/year,
pounds/unit
of product,
% materials
utilization
Pounds/year,
pounds/unit of
product,
% reduction
Gallons/year,
% reduction,
% recycled
Pounds Priority
Chemicals/year,
% reduced, %
recycled
Non-Product
Air
Emissions
The release of any of the follow-
ing: Air toxics^CAA 112b HAPs
Carbon Monoxide Lead Ozone and
its precursors, including: VOCs
(volatile organic compounds) N0x
(nitrogen oxides) Ozone-depleting
substances PM10 (particulate
matter) PM2.5 (fine particulate
matter) Sulfur Dioxide Green-
house gases, including Carbon
Dioxide
Air Emissions
Generated
Pounds/year,
Tons/year
% reduction
75
-------
-Appendix B: Basic Environmental Measures for Lean Enterprises •
Category
Definition
Metric
Unit of
Measure
Non-Product Output
Water
Pollution
Solid Waste
Quantity of pollutant in waste-
water that is discharged to wa-
ter source. Should include any
substances regulated in NPDES
permit. May include: Heavy Metals
- Cu, Pb, Hexavalent Chromium,
Cadmium, Zn, Ni, Hg, Organic
Pollutants and Pesticides, Con-
ventional pollutants, e.g., oil and
grease, BOD and suspended
solids, and Nutrients - N, P Patho-
gens Sediment from runoff Waste-
water discharge volume
Wastes (liquid or solid) other than
RCRA hazardous wastes.
Mass or Con-
centration of
Regulated
Pollutants Dis-
charged
Solid (Non-Haz-
ardous) Waste
Generated
Pounds/year, mg/
L or % reduction
Gallons or
pounds/year,
% reduction, %
recycled
Downstream/Product
Product
Impacts
Expected lifetime energy and
water use Wastes {to air, water,
& land) from product use and
disposal or recovery
Energy— BTU,
kWh, mWh
Water use-
gallons Wastes-
pounds, tons
Other
Money
Saved
Qualitative
Measures
Money saved in the reduction of
materials or other changes in
processes
Other environmental improve-
ments that cannot be directly or
accurately quantified. For exam-
ple: implementing an EMS
Dollars saved
Dollars saved
Savings and envi-
ronmental ben-
efits from leaning
out of permits/
Design for Envi-
ronment/ Clean
Production/ EMS
implementation/
Extended Product
Responsibility
76
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-Appendix C: Lean Event EHS Checklist-
Lean Event Checklist for EHS
1. Title of Lean Event
3. Date
5. Lean Team Leader
2. Organziation/Department
4. Building/Process Affected
6. Phone number
7. E-mail Address
To ensure that changes proposed during Lean events identify potential environmental compli-
ance, health, safety, and/or fire protection impacts, this form be completed by the team
leader for all organizations undergoing Lean activities,
Background Information: Impacts (either positive or negative) could occur as a result of altering
chemicals/materials use, the location of the process, or facility alterations. Any potential impacts
must be addressed prior to implementing any changes. Potential changes that must be identified on
this form include:
« Changes to the type, volume, or introduction/issuance procedure for chemicals and materi-
als use, the location of the process, or facility exposure. This may change the procedure for
gathering data to report to regulatory agencies.
• Changes to the type of volume of waste generated by a process. This includes all media such
as air emissions, water emissions, liquid/solid waste, etc.
« Changes proposed to either the physical layout of the process (i.e., moving work or storage
areas) or to the facility (moving, replacing, or installing items such as vent hoods, floor
drains, stacks, or process tanks).
Instructions: Describe the Lean event/process and answer the following questions about pro-
posed process changes. If any of the questions are answered either "Yes" or "Unk" (unknown),
there may be the potential for environmental impacts that need to be reviewed by EHS staff.
Please contact immediately upon identification of potential im-
pacts or with questions.
77
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-Appendix C: Lean Event EHS Checklist-
As a of the will be:
Any changes to the locations where either maintenance work or
use of hazardous chemical/material will occur?
Any changes to your personnel's work zone assignments?
Any new equipment or modifications to existing equipment, or
movement of existing equipment that has the potential to pro-
duce air or water emissions (e.g., rinse equipment/operations,
cleaning tank, heating ovens)?
Any changes to the facility (e.g., vents, stacks, floor drains, oil/
water separators)?
Any changes in the location(s) of the current flammable storage
locker/areas?
Any new confined space entry activities or procedures (e.g., per-
sonnel entering fuel tanks for cleaning)?
As a of the will be:
Any changes to the type or volume of materials issued to per-
sonnel and/or used? This includes the introduction of new
chemicals, elimination of chemicals, etc.
Any changes to the chemical introduction or issuance procedure
for chemicals/materials containing hazardous materials?
Any changes in the volume of chemicals/materials stored?
Any flammable materials that are not returned to the storage
cabinets at the end of each shift?
As a of the will be:
Any change(s) to the waste profiles for wastes stored at any
initial accumulation points?
Any change(s) to the location or number of initial waste accumu-
lation points?
Any change(s) to the volume of waste(s) that require disposal
(i.e., wastewater, hazardous or solid waste) or to the volume of
material that will be recycled or reused?
Unk
Unk
Unk
Yes
Yes
Yes
No
No
No
78
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-Appendix I): Pollution Prevention Resources-
Pollution (P2) Information the U.S. Protection
Agency
http://mvw.epa.gov/p2/
This comprehensive site includes information organized for different P2 audiences, programs,
concepts, and product stages. It contains numerous links to databases, tools, publications, funding
opportunities, and regional programs.
Pollution Prevention Resource (P2Rx)
http://www.p2rx.org/
P2Rx is a national network of regional information centers and resources on pollution prevention
including breaking news, research and publications, and regional and national networking
opportunities.
Pollution Prevention information Clearinghouse (PPIC)
http://www.epa.gov/opptintr/library/ppicindex.htin
PPIC is a free information service of EPA dedicated to reducing and eliminating industrial pol-
lutants through technology transfer, source reduction, education and public awareness. The site
contains links to EPA documents and fact sheets as well as external P2 websites, an archive of older
P2 documents, conference listings, and a reference and referral service.
Pollution Information
http://www.p2ric.org/ropicHubs/toc.cfm?hub=26&subsec=7&nav=7
The Topic Hub™ for Pollution Prevention acts as a primer on pollution prevention, providing
background information and resources on P2 principles, opportunities, and incentives. There is also
a compilation of online resources listed by resource type including audio/visual, handbooks, fact
sheets, and case studies among others.
The National Minimization Program
http://www.epa.gov/wastemin/
This EPA program supports efforts that promote a more sustainable society, reduce the amounts
of waste generated, and lower the toxicity and persistence of wastes generated. In order to attain a
sustainable future, this program advocates the use of advanced production and management tools
including lean manufacturing, chemical management services, greening the supply chain, and
waste-to-energy technologies. In addition, this program spearheads The National Partnership for
79
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-Appendix I): Pollution Prevention Resources-
Environmental Priorities Program (NPEP), which showcases success stories regarding flexible, yet
protective, ways to reduce priority chemicals as well as conserve our natural resources.
Joint Service Pollution Prevention Technical Library
http://p2Hbrary.nfesc.navy.mil/
This site provides links to documents, fact sheets, presentations, data sheets, and other web links on
pollution prevention opportunities and general pollution prevention resources. It also provides links
to documents issued by specific Federal agencies, non-Federal government, and other organizations.
Pollution Prevention Division, Department
of
http ://www.p 2 ad. org
This site provides "free, non-regulatory, and confidential technical assistance in the areas of pollu-
tion prevention, resource conservation, waste reduction, by-product reuse and recycling." There are
links to resources for industry, business, government, agriculture, and the general public.
Pollution Prevention Information
http://www.ec.gc.ca/cppic/en/index.cfm
Search over 1,200 pollution prevention references ranging from fact sheets to case studies.
References are searchable by keyword and by specific industrial sector.
Great Lakes Regional Pollution Prevention Information Center (IL, IN, MI, MN, NY, OH, PA,
WI, and Ontario, Canada), http://www.glrppr.org/
Northeast Waste Management Officials' Association (CT, MA, ME, NH, NJ, NY, RI, and VT),
http ://www.newmoa. org/
Pacific Northwest Pollution Prevention Resource Center (WA, ID, OR, and AK),
http ://www.pprc. org/
Peaks to Prairies Pollution Prevention Information Center (CO, MT, ND, SI), LJT, and WY),
http ://peakstoprairies. org/
Pollution Prevention Regional Information Center (IA, KS, MO, and NE),
http://www.p2ric.org/
Southwest Network for Zero Waste (AR, LA, NM, OK, and TX),
http://www.zerowastenetwork.org/
Waste Reduction Resource Center (AL, DC, DE, FL, GA, KY, MD, MS, NC, PA, SC, TN, VA,
and WV), http://wrrc.p2pays.org/
Western Regional Pollution Prevention Network (AZ, CA, HI, and NY),
http ://www.wrppn. org/
80
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-Appendix E: 6S Safety Audit Checklist •
Document Title:
6S Audit Record (Safety)
Document
No.
Revision No.
Page: 1 of: 4
Required by:
Audit Type:
Initial Certification
Sustaining
Auditors:
Name:
Name:
Date:
. Name:
. Workplace Representatives:.
Name:
Subject
1.
2.
Questions
A. Are aisles marked? 29 CFR 1910.22(b)(2)
B. Are aisle widths maintained? 29 CFR 1910.22(b)(l)
C, Are aisles in good condition? 29 CFR 1910.22(b)(l)
D. Are aisles and passageways properly illuminated?
E. Are aisles kept clean and free of obstruction? 29 CFR
1910.22(b)(l)
F. Are fire aisles, access stairways, and fire equipment
kept clear? 29 CFR 1910.178(m)(14)
G. Is there a safe clearance for equipment through aisles
and doorways? 29 CFR 1910.176(3)
A. Are all hazardous chemicals appropriately labeled? 29
CFR 1910.1200(f)(5); 29 CFR 1910.1200(f)(6)
B. Are workers nearby aware of the content of chemical
piping systems? 29 CFR 1910.1200(e)(l)(ii); 29 CFR
1910.1200(f)(5); 29 CFR 1910.1200(f)(6)
C. Is there a list of hazardous substances used in your
work area? 29 CFR 1910.1200(e)(l)(l)
D. Is there a material safety data sheet readily avail-
able for each hazardous substance used? 29 CFR
1910.1200(g)(9); 29 CFR 1910.1200(g)(10)
Yes
No
81
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-Appendix E: 6S Safety Audit Checklist •
Document Title:
6S Audit Record (Safety)
Document
No.
Revision No.
Page: 2
Subject
3.
4.
5. First Aid
Questions
A. Do extension cords being used have a ground-
ing conductor? 29 CFR 1910.1200(f)(5); 29 CFR
1910.304(f)(5)(v); 29 CFR 1910.334(a)(3)
B. Is sufficient assess and working space provided and
maintained about all electrical equipment to permit
ready and safe operations and maintenance? 29 CFR
1910.303(g)(l); 29 CFR 1910.303(h)(3)
C, Are all cord and cable connections intact and secure?
29 CFR 1910.305(g)(2)(iii)
D. Are all disconnecting means legibly marked to indicate
their purpose, unless located so that their purpose is
evident? 29 CFR 1910.303(f)
E, Are flexible (extension) cords and cables free of splices
or taps? 29 CFR 1910.305(g)(2)(ii)
A. Are exits properly marked? 29 CFR 1910.37(q); 29
CRF1910.37(H)
B. Are exits kept free of obstruction? 29 CFR
1910.36(d)(l)
C. Are the directions to exits, when not immediately appar-
ent, marked with visible signs? 29 CFR 1910.37(q)(5)(6)
D. Are doors, passageways or stairways that are neither
exits nor access to exits and which could be mistaken
for exits, appropriately marked "NOT AN EXIT" "TO BASE-
MENT," "STOREROOM," etc.?
A. Do you have emergency eye wash and shower facili-
ties within the immediate work area where employees
are exposed to injurious corrosive materials? 29 CFR
1910.151(c)
B. Do you have first-aid kits easily accessible to each
work area, with necessary supplies available, periodi-
cally inspected and replenished as needed? 29 CFR
1910.15 l(b)
C. Are emergency phone number posted where they
can be readily found in case of an emergency? 29 CFR
1910.38(a)(2)(v)(vi)
Yes
No
82
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-Appendix E: 6S Safety Audit Checklist •
Document Title:
6S Audit Record (Safety)
Document
No.
Revision No.
Page: 3
Subject
6. Flammable/
Combustible
Containers
7.
Operations
8.
Waste
Management
9.
Conservation
10.
Housekeeping
Questions
A. Are approved containers and portable tanks used
for the storage and handling of flammable and com-
bustible liquids? 29 CFR 1910.106(d)(2); 29 CFR
1910.144(a)(l)(ii)
B. Are safety cans used for dispensing flammable
or combustible liquids at a point of use? 29 CFR
1910.106(d)(5)(iii)
C. Are storage cabinets used to hold flammable liq-
uids, labeled "Flammable - Keep Fire Away"? 29 CFR
1910.106(d)(3)(ii)
A. Are all industrial trucks not in safe operating condition
removed from service? 29 CFR 1910.178(q)(l)
B. Are your forklifts inspected before being placed in ser-
vice? Inspections should be at least daily, or after each
shift, if used around the clock. 29 CFR 1910.178(q)(7)
C. Are industrial trucks equipped with flashing lights,
horn, overhead guard, and name plate (load limits)? 29
CFR1910.178(a)(2)
A. If your operations generate waste from oil or grease, do
you handle it in an approved manner? 40 CFE 279.22
B. If your operations generate waste from fluorescent light
bulbs, do you handle it in an approved manner? 40 CFR
273.14(e)
C. If your operations generate hazardous waste, do you
handle it in an approved manner according to 40 CFR 262?
A. Are workers protected from sources of excessive
noise? 29 CFR 1910.95(a)
B. Is approved hearing protective equipment available?
A. Are work areas clean? 29 CFR 1910.95(i)(l); 29 CFR
1910.141(a)(3)
B. Are mats, grating, etc. used where drainage is needed?
C. Is the compressed air for cleaning less than 30 psi?
D. Are work surfaces kept dry or are appropriate means
taken to assure the surfaces are slip-resistant?
E, Are all spilled materials or liquids cleaned up immedi-
ately?
Yes
No
83
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-Appendix E: 6S Safety Audit Checklist •
Document Title:
6S Audit Record (Safety)
Document
No.
Revision No.
Page: 4
Subject
11. Lockout
12. Machine
Guarding:
General
13. Machine
Guarding: For-
Power
Tools
14. Machine
Guarding:
Stationary
Equipment
Questions
A. Is all machinery or equipment capable of movement,
required to be de-energized or disengaged and locked out
during cleaning, servicing, adjusting or setting up opera-
tions, whenever required? 29 CFR 1910.147(c)(l); 29
CFR 1910.147(c)(2)(l)
B. Are correct lockout/tagout procedures in use? 29
CFR 1910.147(c)(4); 29 CFR 1910.147(d); 29 CFR
1910.147(e)
C. Are suspended loads or potential energy {such as com-
pressed springs, hydraulics or jacks) controlled to prevent
hazards? 29 CFR 1910.147(d)(5)
A. Are rotating or moving parts of equipment guarded to
prevent physical contact? 29 CFR 1910.212(a)(l); 29
CFR 1910.219(F)
B. Are all moving chains and gears properly guarded? 29
CFR 1910.219(f)(l); 29 CFR 1910.219(f)(2)
C. Are machinery guards secure and so arranged that they
do not offer a hazard in their use? 29 CFR 1910.212(a)(2)
A. Are grinders, saws, and similar equipment provided
with appropriate safety guards? 29 CFR 1910.243(a)(l);
29 CFR 1910.243(c)(l)-(4); 29 CFR 1910.243(e)(l)(l)
B. Are power tools used with the correct shield, guard, or
attachment recommend by the manufacturer?
A. Is fixed machinery provided with appropriate safety
guards to prevent injuries to the operator and other
employees resulting from point of operation, in-going nip
point, rotation parts, flying chip, and spark hazards? 29
CFR 1910.212(a)(l)
B. Are foot-operated switches guarded or arranged to pre-
vent accidental actuation by personnel or falling objects?
29 CFR 1910.217(4)
C. Is there a power shut-off switch within reach of
the operator's position at each machine? 29 CFR
1910.213(b)(l)
D. Are fan blades protected with a guard having open-
ings no larger than ¥2 in., when operating within 7ft of the
floor? 29 CFR 1910.212(a)(5)
Yes
No
84
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-Appendix E: 6S Safety Audit Checklist •
Document Title:
6S Audit Record (Safety)
Document
No.
Revision No.
Page: 5
Subject
15.
Protective
Equipment
16.
Extinguishers
17. Walkways
18.
Compressed
Gases
19. Work En-
vironment
Questions
A. Are all employees required to use personal protection
equipment (PPE) as needed? 29 CFR 1910.132(a)
B. Is PPE functional and in good repair? 29 CFR
190.132(e)
C. Are all employees required to use personal protective
equipment (PPE) when handling chemicals (gloves, eye
protection, respirators, etc.)? 29 CFR 1910.132(a)
A. Are appropriate fire extinguishers mounted located and
identified so that they are readily accessible (not obstruct-
ed) to employees? 29 CFR 1910.157(c)(l)
B. Are all fire extinguishers inspected monthly and ser-
viced annually, and noted on the inspection tag? 29 CFR
1910.157(e)
A. Are pits and floor openings covered or otherwise
guarded? 29 CFR 1910.22(c); 29 CFR 1910.23(a)
A. Are compressed properly stored and used? 29
CFR 1910.253(b)(lH5)
B. Are compressed gas cylinder storage rules posted in
the storage area?
A. Are all work areas adequately illuminated?
B. Are combustible scrap, debris, and wastes stored
safely and removed from the work site promptly? 29 CFR
1910.141(a)(4)(ii)
Yes
No
Source: Cash Powell Jr. and Steve Hoekzema. "5S at Deceuninck North America's Monroe Site: Sustaining and Improving the Gains,"
Target—Innovation at Work: The Periodical of the Association of Manufacturing Excellence. Volume 21, Number 3, Third Issue 2005,
pp. 32-35.
85
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-
United Environmental Protection Agency
www.epa.gov/lean
Revised-October 2007
EPA-100-K-06-005
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