Journal Summary

5S and its Effect on Health

and Safety Environment
(HSE) Performance
Alif Tiara Nurani Rachmanda 02411740000021
Gita Sheila Nathania 02411740000065
Dinis Triandra Prihandito 02411740000076
Yanes Damianus Namsa 02411740000135
Gisela Jessica Adjani 02411740000136
Avenzoar Zufar Qisthauzan 02411740000177
 ----- INTRODUCTION -----

LEAN SIX SIGMA

Motorola’s
Lean
Manufacturing + Six Sigma
System = Lean Six Sigma

Creating value Eliminate defect Accelerate decision-making processes,

with less work while reducing inefficiencies in
production and increasing product
quality
LEAN MANUFACTURING
• Lean Manufacturing is a management system that seeks to produce
more value from less work.
• It is used to eliminate seven source of waste in production process

SEVEN SOURCE OF WASTE

Overproduction Motion
Inventory Unnecessary Processing
Conveyance Waiting
Correction (repair error)
VISUAL WORKPLACE
• A visual workplace uses a system of Benefit:
visual mark and communication tools Improved productivity
to provide information needed
place and time. Safety
• Visual control helps to identify Quality
equipment or materials and On time delivery
provide safety warnings. Profits
Employee moral
IMPLEMENTING 5S
• The foundation of visual workplace are Lean Manufacturing techniques such as
5S to eliminate waste
• Seiri (Sort)
• Seiton (Set)
• Seiso(Shine)
• Seiketsu (Standardize)
• and Shitsuke(Sustain)
• Creating visual workplace may involves implementation of proper labelling and
signs to create a workplace in which employees can obtain the information that
they need and understand their role
 5S detailed process
• Seiri (sort) To sort and eliminate
unnecessary item in workspace

• Seiton (set in order) To set the items in

order for efficient storage and easy access

• Seiso (shine) To clean the workplace daily

• Seiketsu (standardize) To create a baseline

for the previous three S

• Shitsuke (sustain) To sustain the 5S

standard for everyone by discipline
and training
PDCA approach
Benefits of 5S process
Reduces process lead times
Facilitates workplace organization Builds a culture of continual
Standardizes operating
procedures
Improves customer response
times
Installs policies/guidelines that
drive the workplace
Contributes to cost efficiency
Helps to identify wastes
improvement
Remove workplace clutter
Reduces waste in the workplace
Improves look-and-feel (the looks
of the facility and the feeling of
the workers)
Introduction of Lean Six
Sigma in our company
Performance Improvement Initiative (PII) Plans & HSE and Service
Quality Programs
Performance Improvement Initiative
• PII communicates the strategy objectives to the entire
organization

• It is an internal program designed to drive values and

processes throughout the organization

• Starting from the top management to the front lines as a

unified effort

• PII will consists of strategies for improving safety and

health, service quality, environment and sustainable
development
PII Critical Areas

Service Health and

Environment
Quality Safety

The combination of the three emphasize the relationship

between HSE and quality, as how they are linked to the
successful delivery of the service.
• Lean Six Sigma was introduced in the 2006-2007 PII plans as one of
the service quality improvement strategies.

• The company uses PII to implement programs to improve

performance by focusing on clear goal and metrics.
The creation of PII teams consist in 3 areas at every
level of company;

1. Executive management which sets strategy and

objectives of the program, from vision and mission
2. Country management which plans and assigns
timeline and responsibilities
3. Local management which makes the program work
and reports, and perform the actions

The implementation comes from the bottom up, driven

by the local teams and align with the top management
Hierarchy of PII Planning and Implementation
Teams
 HSE and Service Quality Programs
• Pre incident programs • Post incident programs
1. Halliburton Management System (HMS) 1. Correction programs
process documentation: policies, business
2. Communication (meetings and alerts)
practices, and procedures used by Halliburton
in its activities. 3. HSE training
2. Risk Assessment (RA): identification, analysis, 4. Incident investigation and reporting
and evaluation of risks 5. Root cause analysis
3. Lean six sigma and 5S
4. Prevention programs • Zero incident programs
5. Communication (meetings and alerts) 1. Improvement programs
6. HSE training 2. HSE training
7. Equipment certification
8. Contingency planning
Sustaining 5S Program
• Accountability: assign 5S responsibilities to each employee
• Communication: discuss the 5S daily (for instance, at meetings)
• Coaching: provide training and guidance
• Auditing: 5S audits, safety representatives, supervisors (tier
inspections), managers
• Corrective action: correct immediately or place on action plan
A Case Study: Halliburton, United Arab Emirates
Trained 239 out of 386 employees in 2006 about sort, set in order, shine, standardize, and sustain
 Results
• UAE Halliburton approximately completed six years with no lost time
incident (LTI), which is equivalent of 2,280 days without LTI
• No recordable motor vehicle accident (RMVA) for 1,464 days
• Approximately 98% of jobs at rigsites do not face HSE issues
• Average score for customer udits in 2009 and 2010 is 91%
• 239 hazards were identified in 2010, and 419 hazards in 2009
• The overall compliance of the 5S training in UAE facilities is 73% in
2010
 Results
Increment of Near-Miss reports generated since 2006
Implementation
Conclusion
 5S is one of lean six sigma manifestation
 5S have been implemented and proven cost effective
 5S plays big role in ensuring HSE in workplace
 5S process will increases morale, positive impressions for customer
and organization efficiency when fully implemented
 References
Ghany, W. A., 2010. 5S and its Effect on HSE Performance. OnePetro
Journal.
Malik, P., 2007. A Way of Life: The Successful Practice of 5S. 3(3).
Sarkar, D., 2006. 5S for Service Organizations and Offices: A Lean Look
at Improvements. American Society for Quality, Volume 1.
Tom Epply, J. N., 2007. The Lean Manufacturing Handbook. Continental
Design and Engineering.
Thankyou