Improving of the Occupational Health and Safety in a Business Operating in the Automotive Sub-Industry with the 6S (5S+Safety) System

Year 2023, Volume: 14 Issue: 1, 93 - 113, 15.03.2023

Kaan Koçali

Abstract

The 5S System, which is the front step of lean production, is a systematic approach that provides the contribution of all workers to the maintenance and cleaning regime of the company and includes classification, regulation, cleaning, standardization, and discipline steps. With the 6S (5S+Safety) System created with the safety step added to this system, the zero-accident principle in occupational health and safety is aimed by ensuring an increase in quality and productivity in a clean and orderly working environment. In this study, the 6S (5S+Safety) System, which is used to control both simple and smallest details by providing order and discipline in businesses, has been examined in detail. A sample assembly line was selected as a pilot section for the activities implemented in an automotive supply industry parts manufacturing company and included in the research. Weekly evaluations of the studies carried out for 20 weeks were made and the weekly development of the 6S (5S+Safety) System, which was implemented by creating graphics because of the scoring system created using checklists, was followed. As a result of weekly improvement studies, it has been observed that the quality of sustainable occupational safety performance has increased continuously, and the target level has been reached for the company. It is aimed that this study will be a guide showing how the 6S (5S+Safety) System is applied to company managers, quality unit employees, occupational safety experts and researchers working in this field.

Keywords

5S, Work Safety, Lean Production, 6S, 6S System

6S (5S+Safety) Sistemi ile Otomotiv Yan Sanayiinde Faaliyet Gösteren Bir İşletmede İş Sağlığı ve Güvenliğinin Geliştirilmesi

Abstract

Yalın üretimin ön adımı olan 5S Sistemi, firmanın bakım ve temizlik rejimine tüm işçilerin katkısını sağlayan sistematik bir yaklaşım olup sınıflama, düzenleme, temizlik, standartlaştırma ve disiplin adımlarını içermektedir. Bu sisteme eklenen güvenlik (safety) adımı ile oluşturulan 6S (5S+Safety) Sistemi ile temiz ve düzenli çalışma ortamında kalite ve verimlilik artışı sağlanarak iş sağlığı ve güvenliği konusunda sıfır kaza prensibi hedeflenmektedir. Bu çalışmada, işletmelerde düzen ve disiplini sağlayarak hem basit hem de en küçük detayların denetlenmesi için kullanılan 6S (5S+Safety) Sistemi detaylarıyla incelenmiştir. Bir otomotiv yan sanayi parçaları imalat firmasında uygulanan faaliyetler için pilot bölüm olarak örnek bir montaj hattı seçilerek araştırma kapsamına alınmıştır. 20 hafta boyunca yapılan çalışmaların haftalık değerlendirmeleri yapılmış ve kontrol listeleri kullanılarak oluşturulan puanlama sistemi sonucunda grafikler oluşturularak uygulanan 6S (5S+Safety) Sistemi’nin haftalık gelişimi izlenmiştir. Haftalık iyileştirme çalışmaları sonucunda sürdürülebilir iş güvenliği performans kalitesinin sürekli olarak arttığı ve firma açısından hedeflenen seviye ulaştığı görülmüştür. Bu çalışmanın; firma yöneticilerine, kalite birimi çalışanlarına, iş güvenliği uzmanlarına ve bu alanda çalışan araştırmacılara 6S (5S+Safety) Sistemi’nin nasıl uygulandığını gösteren bir rehber olması hedeflenmiştir.

Keywords

5S, İş Güvenliği, Yalın Üretim, 6S, 6S Sistemi

References

• Brah, S. A., and Chong, W. K. (2004). “Relationship Between Total Productive Maintenance and Performance”. International Journal of Production Research, 42 (12), 2383-2401. doi:10.1080/00207540410001661418.
• Chapman, C. D. (2005), “Clean House with Lean 5S”. Quality Progress, 38 (6), 27-32.
• Chen, Y. (2021). “The Application of 6S Management in A Company - Taking A Company as an Example”. International Journal of Frontiers in Sociology, 3 (19), 86-90. doi:10.25236/IJFS.2021.031917.
• Çelik, H. (2019). “5S Uygulamalarının Ayar Süreleri ve Toplam Ekipman Etkinliğine Etkisi”. Yorum Yönetim Yöntem Uluslararası Yönetim Ekonomi ve Felsefe Dergisi, 7 (2), 95-110. doi:10.32705/yorumyonetim.569786.
• De Mente, B. L. (1994). Japanese Etiquette & Ethics in Business, Lincolnwood: NTC Business Books.
• Demir, H., Önaçan, M. B. K. , Durmaz, A. ve Yüksel, M. (2017). “Investigating The Effect Of 5s Applications On Business Excellence: A Sample In Turkish Food Industry”. Journal of Naval Sciences and Engineering, 13 (2), 37-50. Retrieved from https://dergipark.org.tr/en/pub/jnse/issue/34061/377215.
• Fernandes, J. P., Godina, R., and Matias, J. C. (2018). “Evaluating the Impact of 5S Implementation on Occupational Safety in An Automotive Industrial Unit”. In Reis, J., Pinelas, S., Melão, N. (eds) Industrial Engineering and Operations Management II. IJCIEOM 2018. Springer Proceedings in Mathematics & Statistics, 281. Springer, Cham. doi:10.1007/978-3-030-14973-4_13.
• Gapp, R., Fisher, R., and Kobayashi, K. (2008). “Implementing 5S within a Japanese Context: An Integrated Management System”. Management Decision, 46 (4), 565-579. doi:10.1108/00251740810865067.
• Gnanaguru, R., Thirumurugan, R., and Rajendran, I. (2021). “Investigation of Green Manufacturing in Motor and Pump Industries Through A System Model Green-6S”. In: Mohan, S., Shankar, S., Rajeshkumar, G. (eds) Materials, Design, and Manufacturing for Sustainable Environment. Lecture Notes in Mechanical Engineering, Springer, Singapore. doi:10.1007/978-981-15-9809-8_57.
• Holweg, M. (2007). “The Genealogy of Lean Production”, Journal of Operations Management, 25 (2), 420-437. doi:10.1016/j.jom.2006.04.001.
• Hough, R. (2008), “5S implementation methodology”. Management Services, 35 (5), 44-45.
• Jeong, K. Y., and Phillips, D. T. (2001). “Operational Efficiency and Effectiveness Measurement”. International Journal of Operations & Production Management, 21(11), 1404-1416. doi:10.1108/EUM0000000006223.
• Jiménez, M., Romero, L., Fernández, J., Espinosa, M. D. M., and Domínguez, M. (2019). “Extension of the Lean 5S Methodology to 6S with An Additional Layer to Ensure Occupational Safety and Health Levels”. Sustainability, 11(14), 3827. doi:10.3390/su11143827.
• Kaizen, G. (2013). A Practical Approach to a Continuous Improvement Strategy - Second Edition, București: Kaizen Publishing House.
• Kaushik, K. and Sanjeev, K. (2012). “Step for Implementation of 5S”, International Journal of Management, IT and Engineering, 2(6), 402-416.
• Khedkar, S. B., Thakre, R. D., Mahantare, Y. V., and Gondne, R. (2012). “Study of Implementing 5S Techniques in Plastic Moulding”, International Journal of Modern Engineering Research, 2(5), 3653-3656. Retrieved from http://www.ijmer.com/papers/Vol2_Issue5/DL2536533656.pdf
• Koçali, K. (2021). “Sosyal Güvenlik Kurumu’nun 2012-2020 Yılları Arası İş Kazaları Göstergelerinin Standardizasyonu”. Akademik Yaklaşımlar Dergisi, 12 (2), 302-327. doi:10.54688/ayd.1012081.
• Koçali, K.. (2022). “How to Perform a Risk Assessment Step by Step for Occupational Health and Safety”, EURAS Journal of Engineering and Applied Sciences, 2(1), 1-19. doi:10.17932/EJEAS.2021.024/ejeas_v02i1001.
• Koning, H. D., Verver, J. P. S., Heuvel, J. V. D., Bisgaard, S. and Does, R. J. M. M. (2006). “Lean Six Sigma in Healthcare”, Journal for Healthcare Quality, 28 (2), 4-11.
• Kumar, S. P., Sudhahar, C., Dickson, J. F., Senthil, V., and Devadasan, S. R. (2007). “Performance Analysis of 5‐S Teams Using Quality Circle Financial Accounting System”. The TQM Magazine, 19(5), 483–496. doi:10.1108/09544780710817892.
• Lanigan, J. (2004), “5S provides competitive lean foundation”. SMT Magazine, May, 70-72.
• Marria, P., Williams, S. J., and Naim, M. (2014). “Six S: Creating an Efficient and Safer Work Environment”. Total Quality Management & Business Excellence, 25 (11-12), 1410-1428. doi:10.1080/14783363.2012.704281.
• Misiurek, K., and Misiurek, B. (2019). “Improvement of the Safety and Quality of A Workplace in the Area of the Construction Industry With Use of the 6S System”. International Journal of Occupational Safety and Ergonomics, 26 (3), 514-520. doi:10.1080/10803548.2018.1510564.
• Nakajima, S. (1988). Introduction to TPM: Total Productive Maintenance. Oregon: Productivity Press.
• Ohno, T. (1988), The Toyota Production System: Beyond Large Scale Production. Portland: Productivity Press.
• Ortiz, C. A. (2015). The 5S Playbook: A step-by-step Guideline for the Lean Practitioner. Productivity Press.
• Osada, T. (1991). The 5-S: Five Keys to a Total Quality Environment. Tokyo: Asian Productivity Organization.
• Panchal, R. K. (2012). “Improving the organization through 5S methodology”, Proceedings of the National Conference on Trends and Advances in Mechanical Engineering, YMCA University of Science & Technology, Faridabad, Haryana.
• Patel, V. C., and Thakkar, H. (2014). “Review on Implementation of 5S in Various Organization”, International Journal of Engineering Research and Applications, 4(3), 774-779.
• Patra, N. K., Tripathy, J. K., and Choudhary, B. K. (2005). “Implementing The Office Total Productive Maintenance (‘Office TPM’) Program: A Library Case Study”, Library Review, 54 (7), 415-424. doi:10.1108/00242530510611910
• Prayitno, H., Palupi, R. A., and Khoiron. (2015). “The Effect of Occupational Safety and Health on Work Productivity of Field Workers of Access Network Maintenance at Pt. Telkom Kandatel Jember”. International Journal of Sciences: Basic and Applied Research (IJSBAR), 22 (1), 257-262. Retrieved from http://digilib.unimed.ac.id/28247/
• Radnor, Z. (2011), “Implementing Lean in Health Care: Making The Link Between The Approach, Readiness And Sustainability”, International Journal of Industrial Engineering and Management, 2 (1), 1-12.
• Ramesh, K., Muruganantham, V. R., and Arunkumar, N. R. (2014). “5S Implementation Studies in Biomass Processing Unit”. International Journal of Innovative Research in Science, Engineering and Technology, 3(4), 312-318. doi:10.1.1.1056.9487.
• Rojasra, P. M., and Qureshi, M. N. (2013). “Performance Improvement through 5S in Small Scale Industry: A Case Study”, International Journal of Modern Engineering Research (IJMER), 3(3), 1654-1660. Retrieved from http://www.ijmer.com/papers/Vol3_Issue3/CT3316451648.pdf
• Roll, D. (2005). An Introduction to 6S, San Francisco: Vital Enterprises.
• Sağlam, Ş., ve Kurutkan, M. N. (2021). “Bilim Haritalama Tekniklerine Göre 5s Modelinin Bibliyometrik Analizi”. Anadolu Üniversitesi İktisadi ve İdari Bilimler Fakültesi Dergisi, 22 (1), 61-81. Retrieved from https://dergipark.org.tr/en/pub/anadoluibfd/issue/61029/868745
• Shah, R. and Ward, P. T. (2007), “Defining and Developing Measures of Lean Production”, Journal of Operations Management, 25 (4), 785-805.
• Singh, C., Singh, D., and Khamba, J. S. (2021). “Exploring an Alignment of Lean Practices On The Health and Safety of Workers in Manufacturing Industries”. Materials Today: Proceedings, 47, 6696-6700. Doi:10.1016/j.jom.2007.01.019
• Sorooshian, S., Salimi, M., and Aminattaheri, B. (2012). “Experience of 5S Implementation”. Journal of Applied Sciences Research, 8 (7), 3855-3859.
• Sukdeo, N. (2017). “The Application Of 6S Methodology As A Lean Improvement Tool in an Ink Manufacturing Company”. IEEE International Conference on Industrial Engineering and Engineering Management, pp. 1666-1671. Doi: 10.1109/IEEM.2017.8290176.
• Tekin, M., Arslandere, M., Etlioğlu, M. ve Tekin, E. (2018). “Büyük Ölçekli Bir İşletmede 5S Uygulaması”. International Journal of Social And Humanities Sciences, 2 (1), 106-122.
• Vipulkumar C., and Patel, H. T. (2014). “A Case Study: 5s Implementation in Ceramics”. Bonfring International Journal of Industrial Engineering and Management Science, (4), 132-139. Retrieved from https://dergipark.org.tr/en/pub/ijshs/issue/39160/460859.
• Visco, D. (2016). 5S Made Easy: A Step-by-Step Guide to Implementing and Sustaining Your 5S Program. Productivity Press.
• Watsuji, T. (1952). A History of Ethical Ideas in Japan, Tokyo: Iwanami Shoten.
• Webber, L., and Wallace, R. (2007). Quality Control for Dummies. Hoboken, NJ: John Wiley & Sons.
• Willis, D. (2016). Process Implementation Through 5S: Laying the Foundation for Lean. New York: Productivity Press.
• Womack, J. P., and Jones, D. T. (1996). Lean Thinking: Banish Waste and Create Wealth in Your Corporation, New York: Simon & Schuster.