Safety Series Safety Leadership Series 5 S + 1 Safety Makes the Difference!!!

2 May 2004 Safety and the 5 S’s o Five S’s (5 S’s) is a Lean Manufacturing Area of focus that is absolutely critical for an effective safety program. o 5 S +1 will integrate facility housekeeping and order with the discipline of Lean Manufacturing. SYSTEMATIZE SUSTAIN SCRUB STRAIGHTEN SORT 5 S5 S

3 May 2004 Leadership Outline o WHY??? After all this is construction not brain surgery?? o Understanding 5 S o Connecting Safety in the Best Way o The Leader’s role, responsibility and accountability. o What’s in it for me? For Hancor? o My Commitment – starting now…

4 May 2004 Why all the Fuss??? Mediocrity: It takes a lot less time… …and people won’t really notice… …until it’s too late!!!

5 May 2004 Now – That’s better!!!!!!!!!!!!! Mediocrity: It takes a lot less time and people won’t really notice until it’s too late!!!

6 May 2004 Here are some key “Whys!” o In Clean Workplaces: o Workers are exposed to fewer hazards and have fewer accidents. o Less time is lost “looking for tools” or materials – everything has a place and can be found there. o Efficiencies and quality are better. o Individual ownership and accountability is stronger. o At Hancor we expect leaders to encourage and ensure orderly workplaces.

7 May 2004 Tidy up!! –Find something important!!

8 May 2004 You’ve all seen it!!!

9 May 2004 And some Top Performers!!

10 May 2004 o Slips o slick or wet floors o Platforms, and other walking and working surfaces. o Trips o objects left in walkways and work areas. o Poorly defined and maintained walk ways o Uneven flooring, uncovered pits or drains o Falls o Climbing on machinery o Elevated platforms without good guarding. o Faulty ladders o Collisions o Overhanging materials o Protruding objects o Poor Visibility Poor Housekeeping really HURTS!!

11 May 2004 Understanding 5 S o Sort o When in Doubt – Toss it out!!! o Straighten o A place for everything and everything in its place o Scrub o White Glove Treatment o Systematize o Practice Makes Permanent o Sustain o Perfect Practice Makes Perfect SYSTEMATIZE SUSTAIN SCRUB STRAIGHTEN SORT 5 S5 S

12 May 2004 Sort o A Plan for identifying necessary and unnecessary equipment, tools and materials o Remove all “non essential” or “not currently needed” equipment, tools and materials from the designated area. o Identify a “sorting location” to place all unnecessary equipment, tools and materials and classify them according your sorting criteria. That criteria might include: o Discard o Re-Inventory o Unidentified o Repair and Re-Inventory o …. o Sort and Tag all unnecessary materials. Tags on unknown or repair items must have a “complete by” date or should be discarded. o Allow individuals from other areas to check for materials for their needs. o Prepare to re-store necessary materials or equipment in newly designated and visual locations.

13 May 2004 Straighten o Ordered and visual storage of essential tools and equipment o Ordered and visual storage of essential materials o Communications centers with locations for: o Written communications o Phone and other necessary directories o Critical Files o Pads and critical supplies o Phones, radios, or other communications devices o Production communications o Essential Instruction and parts manuals o Designated storage and pallet locations (outlined and visually identified) o Designated walk and work areas (to be kept clear of materials and equipment) o Visual instructions key to processes o Clear, Ordered and visual location for specific cleaning materials and agents.

14 May 2004 Scrub o Complete an Initial 5 S “Super Cleaning” o Identify and secure all “cleaning agents” necessary for deep cleaning. o Train associates on hazards of cleaning agents o Systematically deep clean the assigned area. o Make regular cleaning assignments and inspections. o Clarify cleaning responsibilities of operator, maintenance, or other associate. o Communicate to all associates: o The cleaning responsibilities and methods o The organization and order of the area o The system to account for their area of responsibility o Take Before and After photos o Establish a visual accounting for “current conditions” and build a new understanding of what is acceptable and what is not. o Reward improvements o Account, Account, Account o A drill sergeant regularly makes white clove tests of the areas within his responsibility – and so must we.

15 May 2004 Systematize o Create “Visible” Order o Locations for tools must be clearly and individually marked. o Resources and material must be clearly marked and have visible instructions o Inventory lists should be posted. o Nothing “critical” should be in a “book.” Make it Always Visible!! o Process Steps also must be Visible o Cleaning steps should be posted o Cleaning responsibilities should be posted o Audits and accountability should be visible and public o Locks should not be necessary o Locks hide contents of a tool box or cabinet so as to “control” access to them. This increases the likelihood tools will be missing when needed. o Visible and enforced “counts” of equipment and materials reduces “borrowing” – but it has to be3 consistent. o Lead by example o Leaders have to observe both effective and ineffective “practices” o Effective follow through should be noted and rewarded o Ineffective activity must be corrected and not allowed o Leaders must walk the talk – do what they say!!

16 May 2004 Sustain o Every day we have to pay attention to “unnecessary” equipment or tools in our area. o Every day we must see if things are in the right place and re-placed each shift. o Every day we need to clean something, improving our ability to insure quality and effectiveness. o Every day we must call someone’s attention to something they did “right” or something they could do better. o Every day – not once a week and not once a month. o Every day we have to vigilant.

17 May 2004 Systematize o We have to have a place and the discipline to put everything needed and always know where we will find it.