Advertisement

Evaluating the Impact of 5S Implementation on Occupational Safety in an Automotive Industrial Unit

  • Joana P. R. Fernandes
  • Radu Godina
  • João C. O. MatiasEmail author
Conference paper
Part of the Springer Proceedings in Mathematics & Statistics book series (PROMS, volume 281)

Abstract

Lean is becoming a world-class word that represents continuous improvement and most of all the importance of focusing on creating value. The implementation of Lean Manufacturing will lead us to improve quality, reducing costs and at the same time the elimination of non-value-added activities. For these reasons, several organizations try to adopt the philosophy. Although the application of Lean principles brings numerous benefits to organizations, at this time the optimization of the productive process is not enough. Ensuring optimal safety conditions of all the employees has been one of the top priority, exceeding “quality” or “performance” as indicators of success. In this paper, a case of study in one industrial unit of one of Europe’s largest car producers is tested and then it is evaluated how the implementation of lean tools, more specifically 5S, can contribute to the occupational safety conditions. The present work demonstrates another of the several advantages that is obtained from the use of 5S. Apart from being a powerful tool for organizing and optimizing the workplace environment, this study demonstrates that it is also essential to ensure occupational safety.

Keywords

Occupational safety Lean manufacturing 5S Risk evaluation Automotive industry 6S 

Notes

Acknowledgements

This work was financially supported by the research unit on Governance, Competitiveness and Public Policy (project POCI-01-0145-FEDER-006939), funded by FEDER funds through COMPETE2020—POCI and by national funds through FCT—Fundação para a Ciência e a Tecnologia. Radu Godina would like to acknowledge financial support from Fundação para a Ciência e Tecnologia (UID/EMS/00667/2019).

References

  1. 1.
    Ciccullo, F., Pero, M., Caridi, M., Gosling, J., Purvis, L.: Integrating the environmental and social sustainability pillars into the lean and agile supply chain management paradigms: a literature review and future research directions. J. Clean. Prod. 172, 2336–2350 (2018)CrossRefGoogle Scholar
  2. 2.
    Marodin, G., Frank, A.G., Tortorella, G.L., Netland, T.: Lean product development and lean manufacturing: testing moderation effects. Int. J. Prod. Econ. 203, 301–310 (2018)CrossRefGoogle Scholar
  3. 3.
    Alefari, M., Salonitis, K., Xu, Y.: The role of leadership in implementing lean manufacturing. Procedia CIRP 63, 756–761 (2017)CrossRefGoogle Scholar
  4. 4.
    Soliman, M., Saurin, T.A.: Lean production in complex socio-technical systems: a systematic literature review. J. Manuf. Syst. 45, 135–148 (2017)CrossRefGoogle Scholar
  5. 5.
    Shah, R., Ward, P.T.: Lean manufacturing: context, practice bundles, and performance. J. Oper. Manag. 21, 129–149 (2003)CrossRefGoogle Scholar
  6. 6.
    Sundar, R., Balaji, A.N., Satheesh Kumar, R.M.: A review on lean manufacturing implementation techniques. In: Procedia Engineering, pp. 1875–1885. Elsevier (2014)Google Scholar
  7. 7.
    Arunagiri, P., Gnanavelbabu, A.: Identification of high impact lean production tools in automobile industries using weighted average method. In: Procedia Engineering, pp. 2072–2080. Elsevier (2014)Google Scholar
  8. 8.
    Korkut, D.S., Cakıcıer, N., Erdinler, E.S., Ulay, G., Muhlis, A.: 5S activities and its application at a sample company. J. Biotechnol. 8, 1720–1728 (2009)Google Scholar
  9. 9.
    AL-Tahat, M.D., Jalham, I.S.: A structural equation model and a statistical investigation of lean-based quality and productivity improvement. J. Intell. Manuf. 26, 571–583 (2015)Google Scholar
  10. 10.
    Pinto, J.L.Q., Matias, J.C.O., Pimentel, C., Azevedo, S.G., Govindan, K.: Just in Time Factory: Implementation Through Lean Manufacturing Tools. Springer (2018)Google Scholar
  11. 11.
    Veres (Harea), C., Marian, L., Moica, S., Al-Akel, K.: Case study concerning 5S method impact in an automotive company. Procedia Manuf. 22, 900–905 (2018)Google Scholar
  12. 12.
    Jilcha, K., Kitaw, D.: Lean influence on occupational safety and health in manufacturing industries. Glob. J. Res. Eng. (2016)Google Scholar
  13. 13.
    Sari, A., Suryoputro, M., Rahmillah, F.: A study of 6S workplace improvement in ergonomic laboratory. In: IOP Conference Series: Materials Science and Engineering (2017)Google Scholar
  14. 14.
    Pacana, A., Woźny, A.: Draft questions of 5S pre-audit with regard to health and safety standards for tires retreating plant. Prod. Eng. Arch. 13(4) (2016)Google Scholar
  15. 15.
    Gul, M., Ak, M.F.: A comparative outline for quantifying risk ratings in occupational health and safety risk assessment. J. Clean. Prod. 196, 653–664 (2018)CrossRefGoogle Scholar
  16. 16.
  17. 17.
    ISO 45001: 2018(en), Occupational health and safety management systems—Requirements with guidance for use. https://www.iso.org/obp/ui/#iso:std:iso:45001:ed-1:v1:en
  18. 18.
    Anaya-Aguilar, R., Suárez-Cebador, M., Rubio-Romero, J.C., Galindo-Reyes, F.: Delphi assessment of occupational hazards in the wineries of Andalusia, in southern Spain. J. Clean. Prod. 196, 297–303 (2018)CrossRefGoogle Scholar
  19. 19.
    Lay, A.M., Saunders, R., Lifshen, M., Breslin, F.C., LaMontagne, A.D., Tompa, E., Smith, P.M.: The relationship between occupational health and safety vulnerability and workplace injury. Saf. Sci. 94, 85–93 (2017)CrossRefGoogle Scholar
  20. 20.
    Camuffo, A., Stefano, F.D., Paolino, C.: Safety reloaded: lean operations and high involvement work practices for sustainable workplaces. J. Bus. Ethics 143, 245–259 (2017)CrossRefGoogle Scholar
  21. 21.
    Kelby, J.: How to use lean to improve and drive safety performance. Presented at the ASSE Professional Development Conference and Exposition, 9 Sept 2014Google Scholar
  22. 22.
    Li, S., Wu, X., Zhou, Y., Liu, X.: A study on the evaluation of implementation level of lean construction in two Chinese firms. Renew. Sustain. Energy Rev. 71, 846–851 (2017)CrossRefGoogle Scholar
  23. 23.
    Horberry, T., Larsson, T.J., Johnston, I., Lambert, J.: Forklift safety, traffic engineering and intelligent transport systems: a case study. Appl. Ergon. 35, 575–581 (2004)CrossRefGoogle Scholar

Copyright information

© Springer Nature Switzerland AG 2019

Authors and Affiliations

  • Joana P. R. Fernandes
    • 1
  • Radu Godina
    • 2
  • João C. O. Matias
    • 1
    • 3
    Email author
  1. 1.DEGEITUniversity of AveiroAveiroPortugal
  2. 2.Research and Development Unit in Mechanical and Industrial Engineering (UNIDEMI), Department of Mechanical and Industrial Engineering, Faculty of Science and Technology (FCT)Universidade NOVA de LisboaCaparicaPortugal
  3. 3.GOVCOPPUniversity of AveiroAveiroPortugal

Personalised recommendations