8/14/20

Lean  Safety  
Implementation  to  
Improve  Productivity

…Make  Work  More  P roductive,  S afer  

and  E asier…

14  – 15  A ug,  2 020
Start  8 .00  p m  – 10.00  p m
Online  S ession

Content
o Sekilas tentang pelatihan
o Mengapa Lean  Safety?
o Perubahan budaya
o Peran dan tanggung jawab pemimpin
o Perangkat Lean untuk Safety
o Perangkat lanjutan Lean untuk Safety
o Indikator Pencapaian K3  (Safety  Metrics)  lewat
pendekatan Lean
o Contoh Penerapan Lean  Safety  di  tempat kerja.
o Peta Jalan menuju K3  kelas dunia (Winning  
Strategy).
6s

1
 8/14/20

What is…
Lean  Safety?
Lean  safety  is  a  m ethod  for  identifying  and  
reducing  w aste  in  processes  to  prevent   workplace  
accidents  and  illnesses.  The  “Lean  6S”  steps  are:  
safety,  sort, straighten,  shine,   standardize,  and  
sustain.
The basic principle is to cut out all loss, i.e., waste, as
it produces no added value for the company and
consumes resources for nothing. The Toyota-developed
4P model (philosophy, process, people and partners,
problem solving) is based on the Lean phi- losophy as
long-term way of thinking.

6s

How  Do  You  View  Health  &  Safety?

Discrete

Obvious

6s

2
 8/14/20

What is…
Lean  Safety?
The goal of safety action is to facilitate the company’s basic function by pre-
empting and preventing the risks that threaten operations, and when they
materialize, by limiting their effects and ensuring continuity of operations.

SourceL Modul Lean_Safety_netti.pdf pg 16  o f52

Safety action is focused on people, property, (machinery, hardware,

knowledge, premises, etc.) and the environment (direct and indirect
effects).

“We have to do more with less and do it better and safer”

6s

What is…
6-­S  and  Visual Management
Objectives:
learn  what  6-­S means
learn  what  a  visual  work  place is
Learn  what  a  visual  device is
Learn  what  visual  management is
learn  how  to  establish  6-­S  (basic level)

6s

3
 8/14/20

What is…
Lean?
Lean  is  a  system  of  thinking  and  acting  that:
o Increases  Value
o Reduces  Waste
o Respect  People
Goals are to simultaneously improve:
o Safety
o Quality
o Cost
o Delivery
o Morale
6s

Lean  Overview
Value  Stream   mapping

Fast  s etup Focused  layouts

Small   lots

Pull systems Preventive maintenance

Takt time/line   balancing Error   proofing
Packaging   and  h andling 5S  h ousekeeping  &  Visual Mgt
Standard  work Automation

Increased   Withdrawal   Visible  q uality   Reduced  

productivity of  b uffer control lead   time
6s

4
 8/14/20

Information  and  Material  

Flow  in  the  K ANBAN  S ystem  (Lodding,  2 013)

WS  1 WS  2 Client

1 2 3 1 2 3

4 5 6 4 5 6

1 2 3
Legend:
Material   Flow WS  1 4 5 6

Information  Flow Work  Station KANBAN  Board Material KANBAN  Card

6s

Lean  Tools
VSM 5S

One-­‐piece  flow Poka-­‐yoke

Quick  Changeover Visual  Workplace

Kanban Standardized  Work

Andon
Cellular  Manufacturing
Kaizen
Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

5
 8/14/20

Customized  Workstations
Design  considerations  for workstations:

§ Size  of  t he  product  t o  be assembled

§ Required  process  s teps  or equipment

§ Ergonomic  positioning  of tools

§ Material  s upply philosophy

§ Number  of  grab containers
§ Logistics  run frequency

Flexible  solutions   that  meet  your requirements!

Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

ESD  Workplace  Systems    

Electrostatic Discharges

Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

6
 8/14/20

Ergonomic Properly  set  workstation equipment

Grab  area size

Optimize  position  of    
containers  and  material flow

6s

Right  Lighting
Adapt   illumination   to  the   task  at hand

ELECTRICAL     DELICATE    
ASSEMBLY ELECTRICAL    
ASSEMBLY
SIMPLE    
ASSEMBLY

500 lux 1000 lux 1500 lux

6s

7
 8/14/20

How  Does  
Lean  Define  Value?
Lean  is  a  system  of  thinking  and  acting  that:
o The  customer  be  willing  to  pay  for  the  activity
o The  activity  must  transform  the  product  or  
service  in  some  way
o The  activity  must  be  done  correctly  the  first  
time

Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

Lean  Safety  Gemba Walk  Observation  F orm

Date:   ____________
Observer:   ____________

What  D id  You  Observe  The   Individual  D oing? Categories:

1. Material  Handling
2. Material  S torage
3. Workstation  Layout
4. Ergonomics
5. Material  F low
6. Safety
7. Others?

Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

8
 8/14/20

Benefit  of
Lean  Safety:
o Greater  efficiency  due   to  streamlined  processes  and  
conservation   of  m aterials
o Fewer  and  less  severe  injuries
o Reduction  in  w orkers’  stress  levels
o Fewer  trip  hazards  due  to  reduced   clutter
o Improved  comfort  as  a  result  of  a  cleaner  environment
o Higher  quality  of  w ork  since  m aterials  are  readily  available
o Improved  profits  since  lean  principles  lead  to  efficient  
production

6s

Determining  Safety  Level

Level   of  Safety

D
A

Company Time
People

6s

9
 8/14/20

The  Change  in  Perspective  

Environment People Equipment

Partial  r eason Partial  r eason Partial  r eason

Partial  r eason Partial  r eason Partial  r eason

Problem
Partial  r eason Partial  r eason Partial  r eason

Partial  r eason Partial  r eason Partial  r eason

Environment Materials Process

Safety development of is often reactionary: attention is

paid to a problem when   it is detected. This type of
development
model may be felt as incriminating and thus  negative.

6s

The  Change  in  Perspective  

Environment People Equipment

Need   for  change Need   for  change Need   for  change

Need   for  change Need   for  change Need   for  change

Target  
State
Need   for  change Need   for  change Need   for  change

Need   for  change Need   for  change Need   for  change

Environment Materials Process

“The  basic   idea   of  Lean  Safety  is  to  develop   matters  proactively   and  with  
clear   goal   and  direct   it  from  a  positive  perspective”.  

6s

10
 8/14/20

Work  Right,  Fail  Safe

When we do our work right, it is totally possible to make mistakes without any danger.

6s

Change  The  Culture

o Lean is not a program, but rather a mindset or a way of thinking.
o Successful lean implementation requires changing the culture of the
o business via employee engagement and involvement so that it is
populated with lean thinkers who focus on customer and process
cycle time reduction.
o A lean leadership style and some common lean tools will allow one to
improve safety and lean at the same time.
o It is not the elements of one’s safety program that will get one to
world- class safety, it is when you impact the culture so that every
individual, without exception, makes safety their daily priority.
o The culture of a business is how the individuals who work in the busi-
ness think, act, and interact.
o Moving a culture toward one where employees feel engaged requires
a growth in the level of trust.
o Management owns the responsibility for setting the culture in their
business and, in turn, the level of trust present or absent.
o You earn trust by giving it.

6s

11
 8/14/20

Change  The  Culture

Problem Solving
(Continuous  improvement  and learning)
People
(Nurture,  educate  and  guide  with integrity)

Process
(Eliminate  waste,   add value)

Philosophy
(Inspire  u s  to  d o  our  very
best)

6s

A  Lean  Culture

o People are our most important asset

o Grow leaders who live our promises
o Respect, develop and challenge our
people and teams
o Utilize cross-functional teams to
improve quality and productivity

6s

12
 8/14/20

Gemba

o Japanese term meaning

– The “real” place
– Where the work is performed

6s

Gemba
o 2 Components
– Gemba Walk
– Gemba Board

6s

13
 8/14/20

Gemba Board

6s

Leadership’s  Role
Traditional versus process-focused leadership.

Traditional  Focus   Process   Focus  

Employee   is  the  problem   Process  is  the   problem  
Doing  my  job   Helping  to  get   things  done  
How  my  job  fits  into  the  total  
Understanding   my  job  
process  
Measure  individuals   Measure  processes  
Change   the   person   Change   the   process  
Can  find  a  better  employee   Can  always  improve  the   process  
Motivate   people   Remove  barriers  
Control  employees   Develop   people  
Distrust   We  are  in  it  together  
Who  made  the  error   What  allowed  the   error  to  occur  
Correct  errors   Reduce   variation  
Bottom-­line   driven   Customer  driven  
Source:  L ean  S afety,  Robert  B.  H afey,  Pg 19

6s

14
 8/14/20

Leadership’s  Role
o One  of  the  first  responsibilities  of  leaders  who  begin  the  lean  journey  is  to  change,  change  
from  focusing  on  people  as  a  cost  to  focusing  on  engaging  people,  as  an  asset,  in  process  
change.  
o Leadership  never  feels  better  than  when  you  witness  the  honest  work  and  results  of  those  
you  lead.  
o Facilitators  have  to  have  the  right  questions,  not  the  right  answers.  
o The  process  is  usually  the  problem,  not  the  person.  
o Machine  operators  do  not  come  to  work  to  do  a  bad  job,  but  they  often  
o have  to  work  in  bad  processes  that  yield  poor  results.  
o A  change  or  turnover  in  the  senior  leadership  of  a  business  makes  it  
o very  difficult  to  establish  a  lean  culture.  
o By  using  lean  tools  to  drive  safety  improvement,  one  can  demonstrate  
o the  power  of  lean.  
o Company  cultures,  lean  or  safety,  are  built  on  a  foundation  of  trust.  
o People  do  not  care  how  much  you  k now  about  safety  until  they  know  
how  much  you  care  about  their  safety.  
o Both  what  leaders  say  and  how  they  say  it  is  very  i mportant.  
o The  current  business  processes  that  established  your  culture  have  to  
change  to  drive  the  expected  behaviors  of  the  new  culture.  
o Processes  must  have  owners,  and  support  systems  have  to  be  in  place  
to  help  ensure  process  stability  and  improvement.  

Source:  L ean  S afety,  Robert  B.  H afey,  Pg 23

6s

Leadership’s  Role

Resource Effect

Blunt  End  – MGT/  Support

Sharp  End  – Operations

Work Imagined
Work Completed

Director VP/GM Manager Supervisor Crew Chief Line Worker

Resource Availability

Source:  AGCO

6s

15
 8/14/20

Change  Curves
Performance

With  Effective  Change  

Management
Better  
Results

With  Poor  Change  

Management

Time

Faster  
Recovery  
from  Dip
Less  of  a  
Dip

“Change  curves,  showing  how  performance  may  change  over  time,  with  or  without  change  
management  practices”
Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

Example  Metrics  for  Measuring  

Lean  Improvements
Metric Area Pharmacy   Example Laboratory   Example Inpatient Care  Example

Safety Number of  adverse   drug   Number   of  unsafe or  near-­ Number   of  patient  falls
events miss  behaviors   seen
Quality Number   of  reworked   Percentage of  time  “critical   Percentage   of  patients   who  
prescriptions values”   are  called fully  understand   their  
Number   of  med  cabinet Number   of  lost/missing   discharge   instructions
stockouts in  units   specimen   cases
Nurse   satisfaction  surveys Number   of  mislabeled  
specimens
Delivery Response   time  “first-­dose”   Turnaround time  average   for   Number   of  patients  
orders key  tests discharged   before   10.00  am
Percentage   of  morning   draw  
test  results  on  patient   charts  
by  7.00  am.,
Cost Inventory  levels   in   pharmacy Cost  per test Length   of  stay
Overtime  hours   per  week Cost  per  patient
Morale Employee   satisfaction Number   of  suggestions Sickness call-­off  or  voluntary  
surveys submitted   each  month turnover   rate
Source:   Lean   Hospitals   Improving   Quality,  Patient   Safety   and  Employee   engagement

6s

16
 8/14/20

5  Principles  of  Lean

o Value – specify  w hat  creates  value  from  the  
customer’s  perspective
o The  Value   stream  – identify  all  the  steps  along  
the  process  chain
o Flow – make  the  value  process  flow
o Pull – make  only   what  is  needed   by  the  customer  
(short  term  response  to  the  customer’s  rate  of  
demand.
o Perfection – strive  for  perfection  by  continually  
attempting  to  produce   exactly  w hat  the  customer  
wants

6s

Tujuan SMK3  (Legal)

SMK3
bagian  dari  sistem  manajemen  
perusahaan secara  keseluruhan  dalam  
rangka  pengendalian  risiko  yang  
berkaitan  dengan  kegiatan  kerja  guna  
terciptanya  tempat  kerja  yang  aman,  
efisien  dan  produktif.

6s

17
 8/14/20

Principles  of  Safety

What  can  go  Wrong

How   likely  is  it? What  are  t he  I mpacts

Risk  Level

MANAGE   RISK

6s

Principles  of  Safety

Risk  Level
1/day
High
1/month

Medium
1/year
Likelihood

1/10  years
? Low

Injury Injury Minor   Irreversible  

reversible reversible   if   irreversible or  fatal  
without   the  work  is   injury injury
stopping   stopped
work
Severity

6s

18
 8/14/20

Principles  of  Safety

Most
Elimination
Effective

Substitution

Isolation

Engineering  
Control
Admin  
Control
Least
PPE Effective

6s

Hierarchy  of  Controls  – How  Lean  

Can  We  Make  It?

6s

19
 8/14/20

Combination  of  the  Six  Pillars  of  6S  and  PDCA  

Cycles

SAFETY
ACT (Respect  workplace   and   employee)  
)
PLAN
SORT SET   IN  ORDER
(Get  r id  o f  it)
(Organise)
Separate what Organize what
is needed or remains in the work
area.
not needed in
the work area
SUSTAIN
( Keep  it  Up)
Standardize Make   6S  is  a  
cleaning, way  o f  life
inspection an d Clean and inspect
safety practices. the work area.

STANDARDIZE SHINE
(Make  Consistent) (Clean   and  
Solve)
CHECK DO
Create a safe place to work.

6s

Establishing Cells

n establish  cells  first,  then   improve them

ONE  BY
LOWEST    
ONE
COST

1-­Piece     Standard    
Flow Work

Pull    
6-­S
Systems

DEFECT-­ ON    
FREE DEMAND

6S  &  VISUAL MANAGEMENT

6s

20
 8/14/20

5S  +  S  

o think  of  5S  +  S  as  a  repeating   action

sequence:
q 1:  SORT  OUT  -­ get  rid  of  what’s  not needed
q 2:  STRAIGHTEN  -­ organize  what belongs
q 3:  SCRUB  -­ clean  up,  see  and  solve problems
q 4:  SAFETY  -­ make  the  work  area safe
q 5:  STANDARDIZE  -­ assign  tasks,  track visually
q 6:  SUSTAIN  -­ keep  it  up  (audit  and insist)

Tool

6s

The  5S  Approach

Sort

Straighten Start   with  these  3  Steps

Shine

Standardise

Sustain

6s

21
 8/14/20

1:  Sort Out

Defnisi  Kamus:
To  put  things  in  order  (or  organize  them)  according  to  a  
specific   rule  or  principle

6s

1:  Sort Out
Definisi  Industri:
Membedakan  :  
•Penting  vs  #  Penting
• Singkirkan   yang  tidak  diperlukan

6s

22
 8/14/20

2: Straighten
Definisi  Kamus :
• Buat  tata  letak  =  layout
• Gampang  dijangkau,   sesuai  yang  dibutuhkan  
pada  saat  diperlukan

?
6s

2: Straighten
Definisi  Industri:
• Cara  untuk    #  – “searching”

6s

23
 8/14/20

6s

3: Shine
Definisi:
• Singkirkan   sampah,  debu  dan  benda  asing  =  
tempat  kerja  bersih  dan  nyaman
• Inspeksi

6s

24
 8/14/20

4: Safety

n MAKE  THE  WORKPLACE  SAFER

q look  for  unsafe conditions
q look  for  potential  for  unsafe acts
q look  for  difficult  tasks  (are  they ergonomic?)
q try  the  jobs  y ourself…  where   could  y ou  get hurt?
q list  the opportunities
q resolve them

n put  creativity  before  capital  and  put  safety first!!!

6s

Safety

6s

25
 8/14/20

Safety

6s

Safety

Lock  Out  /  Tag  Out  program  includes  a  storage   area  at  the  entrance   to  the  plant   floor  for    
all  locks  and   tags  (locks  are  color  coded   for  operators,   mechanics,   and contractors).
Also,  there  is  a  place  at  each  machine   to  store  locks  and  tags  when  not   in use.

6s

26
 8/14/20

5: Standardize
5S  NOTICE  BOARD  

CATATAN  :    PERBAIKAN  5S Seiri Seiton Seiso

SEBELUM 30/I/2012 AFTER 10/2/2012
Definisi:
Pelihara  dan  pertahankan  teratur,  
bersih  dan  rapi  (3S)  yang  sudah  
Comments Comments
berjalan  baik,  termasuk  personal  
Labelling BURUK Jelas   dan  label   baik maupun  aspek  lingkungan  dan  
Sulit  identifikasi/telusur Mudah   telusur
Hilang   waktu  mencari Cepat   mendapatkan dokumentasikan.
Rating Rating

6s

6: Sustain

Definisi:
Melakukan  hal  yang  benar  sudah  menjadi  
kebiasaan

6s

27
 8/14/20

6S:Audit

Cell  Tracking  Center  – Production    

Control  Board

6s

28
 8/14/20

Definition  of a Visual Workplace

n A  Clear  and  precise outcome

n A  Visual  Workplace  is:

§ A  work  environment  that  is  self-­ordering,  self-­explaining,    
self  regulating,  and self-­improving
§ Where  what  is  supposed  to  happen  does  happen,  on    
time,  every  time,  day  or night…
§ Visual  Management  is  managing  a  visual workplace

6s

Definition  of  a  Visual Device

n A  Visual  Devise  is  a  mechanism  or thing:

§ intentionally designed
§ To  influence,  direct,  or  limit behavior
§ By making vital information available without speaking
a word (Think of a supermarket;; Where do you find the
breakfast cereal?)
§ Should  transmit  a  non-­verbal  message  in  5 Seconds
§ Should  tell  us  what  we  need  to  do (action)
§ Should  be  at  the point-­of-­use
§ Translates  data  into  information,  information  into    
meaning,  and  meaning  into behavior

6s

29
 8/14/20

Visual  Order

(ii)  Outlining

(i)  Labelling

6s

Visual  Order

Visual  
Order

(iii)  Colour Coding

6s

30
 8/14/20

Visual  Order

Photo   credit:   Cameron   Singapore   Pte   Ltd  

Visual  
Order

6s

Others…Visual  Order

Labels  to  indicate  safe  (green)  and  dangerous  (red)  operating  zone.

6s

31
 8/14/20

Enterprise  Level    Tracking Center

6s

Kaizen/Continuous  Improvement    
Board  – 6S  Tracking Center

6s

32
 8/14/20

Sustain:  Cell  Tracking  Centers  -­ Kiosks

6s

Winning  Strategy
Total  Operational  Excellence…
Six  Sigma:
Variation Process
People
ISO9001
Property

ISO14001/SMK3  (OHSAS  18001)

Lean :
Speed HSE:
Waste   GP Accidental  Loss

Knowledge
Management

6s

33
 8/14/20

Phases  of  Excellence

Phase  0 Phase  1 Phase  2 Phase  3 Phase  4 Phase  5
What   is   Keep  us   Accidents   EHS   is  a   EHS   is  a   EHS   is  
Safety? out  of   cost  too   top   value instinctive
jail/Don’t   much priority
shut  us  
down Culture  Focus

Self   Assessment  – Data  Focus

Discipline/Compliance  Focus

Where’s   your  
company  EHS  
Program?

6s

Roadmap  to  World  Class  Safety

Attribute Phase   Zero Phase   I Phase   II Phase   III Phase   IV Phase   V
Safety   Philosophy • None;   Short   • Emerging;   Accidents   • Forming  b asics;   • Foundation  is  in  p lace, • Safety   driven  into  all • Safety  is   a  value.
cuts  common are   still  viewed   as   Focus  is  o n   Focus  o n  p revention   aspects  o f  t he  o rg. • All  accidents   are  
inevitable. reducing  severity   through  engineering   • No  job  is  knowingly   preventable.
&   reoccurrence  o f   controls. done  u nsafely. • Injury  f ree  
incidents.  Focus  is   • All  employees   • Safety   is  b ecoming  a   environment  is  b elieved  
on  cost  impact. expected   to  w ork  safety   value. and  p racticed.
and  r aise   unsafe  issues. • Employees   confront   • Focus  t urns  t o  
• Procedures  w ell   others  o n  u nsafe  acts. wellness.
documented • All  employees   believe  
they  o wn  t heir  o wn  
safety.

Establishing   • Sr.   MGT   has  n o   • Sr. MGT   views   • Sr.   MGT   is  aware   • Sr.   MGT   begins   • Sr.   MGT   manages   • Safety   has  b een  
Relationships  w ith   perceived   value   accidents  as   of workers’  comp   holding  b usiness  u nits   safety  like   yield,   seamlessly Integrated  
Sr. Management of  a  safety Inevitable. costs  b ut  views   accountable output, quality,  etc. into  b usiness  
program •Investigate   only   safety  p rograms  as   • Safety   is  n ot  yet   • EHS   staff  viewed  as   operations  n ot  as  a  
major  Incidents  &   a   potential   Integrated   as  p art  o f   partner. management   line   item.
violations production  h it. the  b usiness. • Focus  is  o n  d eterring  
• Safety   staff  is   root  cause.
expected   to  solve  t he  
problems.
Role  Modeling  EHS • None • EHS   or  d esignated   • Site   EHS;   Safety     • Site   EHS   role  models   • EHS   helps   • All  employees   in  t he  
Individual within   Committee   safety  &   participates  in   organizations focus   organization role  model  
company. Members;   ERT   efforts  t o  d rive   on  t raining  and     EHS
members changes. actions/behaviors.
• Management   stars  t o   • All  Mgt   is  aware   of  
role  model  safe   safe  b ehavior  and  
behaviors. demonstrates  
routinely.

6s

34
 8/14/20

Strategic  Keys  to  Managing  

Organizational  Change
Standard  
Vision Skills Incentives Resources Action  Plan Kaizen Success
Work

Standard  
Vision Skills Incentives Resources Action  Plan Missing Complacency
Work

Vision Skills Incentives Resources Action  Plan Missing Kaizen Variation

Standard  
Vision Skills Incentives Resources Missing Kaizen False  Starts
Work

Standard  
Vision Skills Incentives Miss ing Action  Plan Kaizen Frustration
Work

Standard  
Vision Skills Missing Resources Action  Plan Kaizen Resistance
Work

Standard  
Vision Missing Incentives Resources Action  Plan Kaizen Anxiety
Work

Standard  
Vission Skills Incentives Resources Action  Plan Kaizen Confusion
Work

6s

Summary

6s

35
 8/14/20

6s

36