The EI Group, Inc.’s Post

At Moffit, 𝐒̲𝐀̲𝐅̲𝐄̲𝐓̲𝐘̲ is more than just the “6th S” in 5S! ̲𝐄̲𝐯̲𝐞̲𝐫̲𝐲̲ ̲𝐬̲𝐢̲𝐧̲𝐠̲𝐥̲𝐞̲ Kaizen Event we facilitate includes a safety focus. At the same time, improvements in productivity at the expense of safety are 𝐨̲𝐟̲𝐟̲ ̲𝐭̲𝐡̲𝐞̲ ̲𝐭̲𝐚̲𝐛̲𝐥̲𝐞̲. Typically, a Moffitt-facilitated Kaizen Event may identify 𝐀𝐍𝐃 𝐑𝐄𝐒𝐎𝐋𝐕𝐄 5-10 safety issues during each kaizen, but it’s not uncommon for that number to be even larger. In addition, Kaizen Teams are trained to focus on much more than just electrical cords laying on the floor or inventory blocking an aisle…they’re trained in identifying behavioral safety issues as well, such as improper lifting, or the wear of personal protective equipment. Moffitt began working with Basin Holdings in 2018. Since then, we’ve facilitated hundreds of kaizens amongst various Basin business units, each with a safety focus...THOUSANDS of safety issues have been resolved! The Basin results speak for themselves—see below. (Chart indexed to 2017)

I would like to remind you of the 5S methodology (a systematic method/tool adopted at the workplace to improve a better workplace environment) in the Improve Stage of DMAIC within Lean Six Sigma: 1st ‘S’ – Sort 2nd ‘S’ – Systematic arrangement / set in place. 3rd ‘S’ – Shine 4th ‘S’ – Standardization 5th ‘S’ – Sustain Today, let's focus on the first 'S': Separate what you need from what you don’t need Return surplus supplies Red tag unneeded items Move red-tagged items to a holding area When in doubt, throw it out

How to SUSTAIN Lean 5S – Internal 5S Audits Sustaining a Lean 5S system is more than a one-time event, it is an ongoing process, starting with regular 5S Audits. Here's how... https://lnkd.in/gzWdVHVy

Your first Lean and Continuous Improvement efforts should not involve Lean... At least not in the traditional sense. Your initial efforts should focus first on SAFETY and use that as a springboard to develop the discipline for continuous improvement efforts in your company. Establishing a culture of daily looking for safety issues and then working to correct them will do a number of things. -It establishes a Courage to Care culture. A safety first culture will help your employees understand that the company is concerned about their safety and health. -Addressing safety issues will a lot of times will require us to clean areas or prevent areas from being blocked which will help in our 5S efforts. -Addressing oil leaks that will help prevent slips, trips, and falls will many times identify the sources of leaks and ensure that machines do not run without lubrication and will help our TPM efforts. It will help save money on not having to replace the oil. -When we address safety issues, many times it will actually increase productivity. There was a place I worked where we did a kaizen and noticed how dirty and slippery the floor was due to the operator having to get up on the machine and make adjustments. The whole focus of the kaizen was how to eliminate the operator having to make the adjustments and prevent water from getting on the floor. We were successful in making the changes and the floor was no longer dirty and productivity increased because the adjustments no longer had to be made. John If you want to learn more about Lean, Continuous Improvement, and Quality topics check out the links below:   https://lnkd.in/g4EAu7V4   https://ceu.nuview.us   -Enter your email and we will send you periodic updates related to Lean, Continuous Improvement & Quality topicks.   -We now have a You Tube Channel! Click the link below and SUBSCRIBE for some great illustrations:   https://lnkd.in/gjR9BFAv #Lean #SafetyFirst #SafetyFirstCulture #ContinousImprovement #CourageToCare @Cannsult @lean6sigma.academy #OperationalExcellence #LeanSixSigma @theleansensei @JohnRiceLeanSensei   A shout out to Brett Jordan for the photo at Unsplash

Basic concepts of 5S-Kaizen and TQM Approach.

Gemba Walk: Where the Real Magic Happens! Why is it important? Because true insights don't come from boardrooms or spreadsheets; they come from the front lines. Here's a detailed breakdown on the same by our lean consultant Sarvesh Singh Ditch the PowerPoint presentations and embrace the power of the Gemba Walk. #Gemba #Walk #GembaConcepts #Employees #People #Realworld #Insights

A Gemba Walk is a powerful tool for promoting continuous development. ▶️Plan With Purpose: Determine the purpose of your walk: process improvement, safety, or quality inspections. ▶️Engage, Don't Interrogate: Interact with employees in a respectful manner. Ask open-ended enquiries to better understand their work and issues. ▶️Observe processes, not people. Focus on workflows and systems rather than individual performance. ▶️Take Notes, not Action: Keep track of your findings and conclusions. Avoid making decisions on the spot. ▶️Follow up: Review your results, include the team in problem-solving, and implement corrective steps. Gemba Concepts #continuous improvement #lean six sigma

The 6S pillars:- Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), Sustain (Shitsuke), and Safety. 6S is the base of TPM, this provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment.

Happy to share my new internal Certificate regarding 5S Fundamentals and KAIZEN methodology in Workplace. KAIZEN is a Japanese business philosophy of continuous improvement of working practices, personal efficiency, etc KAIZEN focuses on eliminating waste, improving productivity, and achieving sustained continual improvement in targeted activities and processes of an organization. The 5S methodology is best summarized by the philosophy, “a place for everything and everything in its place.” 1-Seiri (Sort) - Eliminate that which is not needed. 2-Seiton (Straighten) - Organize what remains after sorting 3-Seisou (Shine) - Clean and inspect the work area 4-Seiketsu (Standardize) - Write standards for 5S 5-Shitsuke (Sustain) - Consistently apply the 5S standards

Are you looking to kick off your path to Continuous Improvement? Start with recognizing the 8 wastes of Lean. {also known as TIMWOODS} Here's a breakdown of each: 1/ Transport ↳ Unnecessary movement of products or materials 2/ Inventory ↳ Excess stock or materials not being processed 3/ Motion ↳ Unnecessary movement of people or equipment 4/ Waiting ↳ Idle time between processes or steps 5/ Overproduction ↳ Producing more than needed or before it's needed 6/ Overprocessing ↳ Performing unnecessary steps or using wrong methods 7/ Defects ↳ Errors or mistakes requiring rework or replacement 8/ Skills ↳ Underutilizing people's skills, knowledge, or abilities *** Follow me Ivan Carillo for more